Updated 10/18/16 at 11:45 am

MANAGEMENT AND ORGANIZATIONS KELLOGG SCHOOL OF MANAGEMENT

NORTHWESTERN UNIVERSITY

“PERSPECTIVES ON LEADERSHIP” (KACI-467, Section 71)

Winter 2017 COURSE SYLLABUS

Winter Quarter, 2017 Professor Ed Hughes Wieboldt Hall, Room 105 Department of Strategy Tuesday Evenings 6:00 - 9:00 p.m.

Office: #5230-Jacobs Center, Evanston, 847/491-8384 Office: #TBD-Wieboldt Hall, Chicago Office Hours: By appointment Home/Home Office Phone: 847/864-3039 Cell Phone: 847/977-3075 E-mail: efx-hughes@kellogg.northwestern.edu

GOALS: The goals of this course are to: 1. Enhance your understanding of "Leadership,"

2. Enhance your ability to function as a Leader,

3. Enhance your ability to inspire Leadership in others,

4. Advance effective communication, and

5. Imbed the behavior: “Seize every opportunity to learn!”

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NOTE: This Syllabus could well be the “heftiest” you have encountered in your Kellogg career, if

indeed anywhere. An enormous amount of time, energy, and thought has gone into it with the goal of its serving as a firm foundation for you in getting the course off to a solid start and as a guide throughout the course. We will be using Canvas for this quarter.

In the years prior to Canvas, students found the then-paper version of the Syllabus to be easy to manipulate and access. With the Syllabus having been put on Canvas for the first time last year, a number of the students experienced difficulty in navigating it. Accordingly, I will spend considerable time in our first session explaining how the Syllabus works and guiding you through it.

In the interim, I would ask you to print the Syllabus out and use the paper version as your principal resource, at least initially.

Prior to the first class, I would like to ask you to read through the concluding page of “Course Mechanics” (Page 20 or thereabouts)-- very thoroughly. PLEASE BRING YOUR PAPER COPY OF THE SYLLABUS TO THE FIRST CLASS. We will discuss these pages in depth during the first class and then proceed to the substance of Week I.

There is a “Table of Contents” immediately following this “Note” and a “Schematic Overview of the Course” following that. The brief readings for Week I are located on Canvas in the “folder” for that week. Subsequent weeks’ readings will be similarly located in that week’s Canvas “folder.”

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TABLE OF CONTENTS

1. Course Schedule……………………………………………………………..…….5 2. Schematic Overview of Course………………………………………………...…8 3. Course Mechanics……………………………………………………………...….9

Evaluation……………………………………………………………………. ...9 The Seven Components of Performance Evaluation ………………………. .. 9 #1 Class Participation………………………………………………………. ..9

#2 Weekly Wall Street Journal Leadership Team Assignment……………….9 A. The Paper………………………………………………………………..9 B. Definition of a “Week”……………………………………………..…….12

C. The Scope of Potential Topics……………………………………..….12 #3 Weekly Wall Street Journal Leadership Assignment –

The Presentation………………………………………………………12 #3A WSJ Weekly Team Assignment Schedule…………………………..…….13 #4 Student Project – The Paper……………………………………..………..13

Opt. #1 Leadership Self-Assessment………………………………...…….13 Opt. #2 Career Planning……………………………………………...…….13 Opt. #3 Analysis of Another Leader………………………………...….…..14 Opt. #4 Situational Analysis………………………………………………..14 Opt. #5 Leadership Review……………………………………………...….14 Opt. #6 Validity of the “Research” Supporting the Various Concepts of

Leadership and Its Components…………………………………………15 Opt. #7 The Problem of the “Anti-Leader”…………………………………15

#4A Precis of Student Project……………………………………………..…...16 #5 Student Project Presentation – The Presentation………………………. …16 #6 Book-O-Rama…….………………………………………………………..16

A. Book Choice Option……………….………………………….……….17 B. The Format for the “Book-O-Rama”………………………………….17

#7 Special Projects: To Be Discussed in Class………………………………..18 A Note on Grading………………………………………………………...18

Honor Code……………………………………………………………………18 Course Evaluations………………………………………………………....…19

a. Mid-Term Comments……………………………………………….19 Classroom Etiquette………………………………………………………….19 Class Attendance…...………………………………………………………..19 ClassReadings/CasePacket……………………………………………..…....19 The Volume of Readings…………………………………….……..............20 The Numbering of the Readings……………………………………………..20

The Required Text Book(s)…………………………………………….………. .. 21 “Buddy-System” Classroom Materials Pick-Up…………………….…………. .. 21 The Issue of Language…………………………………………...…….………....21

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Getting to Know You a. Name Plate…………………………………………………………….…….21 b.Picture ID Card………………………………………………………………21

Student Liaison……………………………………………………..…………...22 4. Week I, Sessions #1 and #2: A Perspective on Leadership…………………. .....23 5. Week II, Sessions #3 and #4: Weekly Wall Street Journal Leadership

Presentation- Week II Team…………………………………………………27 The Elements of Leadership – I…………………27

6. Week III, Session #7: Weekly Wall Street Journal Leadership Presentation- Week III Team…………………………………………………34

The Elements of Leadership – I (Cont’d)…………………………………. Regarding the Importance of Presentations and Doing Them Well…………...

7. Week IV, Session #8: The Elements of Leadership –II…………………………39 8. Week V, Sessions #9 and #10: Leadership in Starting and Building a Firm Weekly

Wall Street Journal Lead. Presentation—Week V Team ……………42 9. Week VI, Sessions #11 and #12: “Value-Based Leadership” Weekly Wall Street

Journal Lead. Presentation—Week VII Team ………………………...46 10. Week VII, Session #13: Meet The Prez: A Perspective on Leadership……………50 11. Week VIII, Sessions #15: Weekly Wall Street Journal Leadership Presentation-

Week VIII Team…………………………………………………………………54 The Elements of Leadership III………………………………………………57 Session #16: The Elements of Leadership—III (Cont’d) An Analysis of: “Jack: Straight From the Gut;” The Tape, and Related Readings: “Steve Jobs”………………………………………………………

12. Week IX, Session #17 and #18 Weekly Wall Street Journal Leadership Presentation— Week VIII team……………………………………………63 Bad Leadership: The Toxic Boss, the “Anti-Leader,” and Dealing with “Difficult People……………………………………………………………. Presentation of Results of Class Survey…………………………….. ……… Analysis and Discussion of Business Case………………………………….. Completion of “Mid-Term Comments and Suggestions” Form……………….69

13. Week XI, Sessions #19 and #20: Weekly Wall Street Journal Leadership Presentation—Week XI Team…………………………………………….70 Some Personal Reflections on Leadership: Mistakes I Have Made; Lessons I Have Learned……………………………………………………………………………

16. Week XII, Sessions #21 and 22: “One-on-Ones.”…………..…………………72 Book-O-Rama………………………………………………………………...72 Course Evaluation…………………………………………………………….72 18.APPENDIX: Book-O-Rama…………………………………………………..74

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1. KACI 467 - "PERSPECTIVES ON LEADERSHIP" FALL, 2016

COURSE SCHEDULE

Week/ Date I January 3 A Perspective on Leadership Sessions #1 & #2

“Leadership is Hidden in Plain Sight”

Welcome, Introductions, Course Goals, Overview, and Mechanics

Seeking a Definition of Leadership

II January 10 Work-Life Balance Workshop Sessions #3 & #4 III January 17 Weekly Wall Street Journal Leadership Presentation- Week III Team Elements of Leadership-I Sessions #5 & #6 IV January 24 Weekly Wall Street Journal Leadership Presentation- Week IV Team Session #7 The Elements of Leadership – I (Cont’d)

Precis of Student Project Due Session #8 The Elements of Leadership – II

Leadership Styles

V January 31 Weekly Wall Street Journal Leadership Presentation- Week V Team Session #9 The Elements of Leadership – III

A Session with Jack Welch CEO Emeritus General Electric (By Video Tape)

Session #10 An Analysis of: 1) “Jack: Straight From the Gut,” 2) The Tape, and Related Readings 3) “Steve Jobs”

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To what extent do the above support, contradict, or are irrelevant to the principles of Leadership discussed in this course to date?

VI February 7 Weekly Wall Street Journal Leadership Presentation – Week VI Team

Session #11 “Meet the Prez: A Perspective on Leadership” Morton O. Schapiro PhD, President Northwestern University

Session #12 Discussion

VII February 14 Weekly Wall Street Journal Leadership Presentation- Week VII Team Sessions #13 & #14

Values-Based Leadership—Professor Harry Kraemer VIII February 21 Weekly Wall Street Journal Leadership Presentation – Week VIII Sessions #15 & #16 Team Leadership in Starting and Building a Firm

IX February 28 Weekly Wall Street Journal Leadership Presentation – Week IX Team

Sessions #17 & #18 Bad Leadership: The Toxic Boss, the “Anti-Leader,” and Dealing

With “Difficult People”

Presentation of Results of Class

Survey Discussion

Completion of “Mid-Term Comments and Suggestions” X March 7 Weekly Wall Street Journal Presentation – Week XI Team Sessions #19 & #20

Feed Back of “Mid-Term Comments and Suggestions”

Some Personal Reflections on Leadership: Mistakes I Have Made; Lessons I Have Learned

Professor Ed Hughes

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XI March 14 Reflections on the “One-on-One(s)” Sessions #20 & #21 “Book-O-Rama” Class Session Mandatory Course Evaluation Term Papers Due

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2. SCHEMATIC OVERVIEW OF COURSE

Week

Date

Description

Guest Speakers

Assignments

1

Jan.3

APerspectiveonLeadership:"LeadershipisHidinginPlainSight"Welcome,Introductions,CourseGoals,Overview,andMechanics/SeekingaDefinitionofLeadership

ReviewSyllabusSeeSyllabusforWeeklyReadings

2

Jan.10

Work-Life Balance Workship

3

Jan.17

TheElementsofLeadership---I SeeSyllabusforWeeklyReadings

3x5IndexCard(PleaserefertoSyllabusforDetails)

4

Jan.24

TheElementsofLeadership --- ICont'dTheElementsofLeadership---IILeadershipStyles

PrecisofStudent Project (please refer toSyllabus)

SeeSyllabus forWeekly ReadingsWSJTeamPresentation---TeamIII

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Jan.31 Wall Street Journal Leadership PresentationThe

ElementsofLeadership---IIIASessionwithJackWelch

AnAnalysisof1.)"Jack:StraightfromtheGut" 2.)"SteveJobs" 3.)Videowatchedduringclassandrelatedreadings

Video:JackWelch

WSJTeamPresentation–TeamIVFinishreading"Jack:StraightfromtheGut"or"SteveJobs"andbepreparedtodiscussanddebate.SeeSyllabusforWeeklyReadings

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Feb.7 WallStreetJournalLeadershipPresentation

"MeetthePrez:APerspectiveonLeadership"&Discussion

PresidentMortyShapiro

WSJTeamPresentation–TeamVIISeeSyllabusforWeeklyReadings

7

Fed.14

WallStreetJournalLeadershipPresentation

Values---BasedLeadership:ProfessorHarryKraemer,Completionof“Mid-TermCommentsandSuggestions”

ProfessorHarryKraemer

WSJTeamPresentation–TeamVISeeSyllabusforWeeklyReadings

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Feb.21

WallStreetJournalPresentationLeadershipinStartingandBuildingaFirm

Entrepreneurs

WSJTeamPresentation–TeamVSeeSyllabusforWeeklyReadings

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Feb.28 WallStreetJournalLeadershipPresentation

BadLeadership:TheToxicBoss,the"Anti--Leader,"andDealingwith"DifficultPeople,"PresentationofClassSurvey,Discussion,

StudentFaculty

WSJTeamPresentation–TeamIXToxic Boss Session --- Student LedSee Syllabus forWeekly Readings

10 Mar.7 Feedbackof“Mid---TermCommentsandSuggestions”SomePersonalReflectionsonLeadership:MistakesIHaveMade;LessonsIhaveLearned

ProfessorEdHughes WSJTeamPresentation–TeamXI See Syllabus forWeekly ReadingsOne---on---Onesessionsbeginthisweek

11 Mar.14 “Book---O---Rama”Reflectionsonthe“One---on---Ones”,CourseEvaluationTermPapersDue

“One---on---One”SessionsContinuedduringthedayTermPapersDueBeprepared togive4minuteoral reportonbookselectedfor“Book---O---Rama

3.COURSE MECHANICS:

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4. EVALUATION:

There are up to seven components of performance evaluation in this course:

Student Project

Paper 15% Presentation 25%

“Book-O-Rama” 5%

Special Projects TBD

The seven components of performance evaluation are discussed below:

#1. Class Participation:

Class participation is measured by knowledge of assigned readings evidenced in class discussion; responses to questions asked in class, the quality of questions asked of the professor, guest faculty, and fellow students; and overall contribution to class discussion. I make notes after each class as to the relative contribution of the students.

#2.Weekly Wall Street Journal Leadership Team Assignment

A. The Paper:

There are examples of managerial leadership, or lack thereof, occurring throughout the

world on a daily basis. These are reported in our nation's media, especially the business press, generally on an ongoing basis. Over the years, I have found this coverage, particularly that in the Wall Street Journal, a valuable source of knowledge regarding managerial leadership, its elements, and its instantiation or lack thereof.

One of the goals of this course is to understand more about leadership in action -- to

recognize it when it occurs or when it should have but didn't; to understand why it did or did not occur; to understand its parameters and why they were successful in the particular situation or not; and, in cases of failure or even partial success, what should have happened but did not. Or,

in the case of an example still in progress, what elements of leadership still need to be displayed, why, and when, to bring about the desired positive outcome in the situation.

Each week, a team of members of the class will be asked to identify an individual reported on in the Wall Street Journal during the previous two weeks whose recent actions exemplify leadership or the lack thereof. I would like the team to research the individual and report, both in written form (see below) and in an oral presentation to the class, on the following:

Class participation 35%

Weekly Team Assignment Paper

10%

Presentation 10%

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1) Who is the individual? What was the specific situation, if any, reported on and why was it reported?

2) Why did it/he/she exemplify managerial leadership or lack thereof?

3) What was done that exemplified leadership, why? What was done that did not?

Why?

4) What, if anything, would you have done that was not done? Why? Why would it have exemplified leadership?

5) What needs to be done, not done? Why?

6) Is there any pattern of previous behavior that might explain/reinforce the individual’s

behavior in this specific situation? In other words, what is his/her track record? What, if anything, can we learn from it?

7) What lessons can be learned from the individual’s action/situation for

leaders/managers who are interested in enhancing their leadership skills and the skills of those whom they manage?

Please try to choose individuals with whom the class members, or at least some of them,

might be familiar. In other words, the higher the profile of the individual, the better. Individuals with particularly long track records or, at least, track records that include previous examples of managerial leadership/lack thereof or recognizable patterns of behavior over time lend themselves nicely to analysis and discussion.

Over previous years, I have found this “Recognition Factor” to be an important

determinant of the success of specific weekly presentations and the subsequent class discussion.

Further, please have a clear and compelling reason for choosing the individual and please explicitly specify that reason in both your written report and your presentation. In other words, please avoid choosing someone who just happens to appear prominently (or not so prominently!) in the newspaper, i.e. without a clear and compelling reason.

Do not choose politicians!! -- with the exception of those with managerial

responsibilities for running specific departments (e.g. in the past, Condoleezza Rice as Secretary of State, Henry Paulson as Secretary of Treasury etc.). The challenges politicians face are, in

many ways, different from most managers’ as are their means of addressing them. (For instance, business leaders are expected to answer questions straightforwardly, factually, and truthfully. Politicians are expected to avoid answering questions. I am not being cynical, but empirical, in making this contrast. Watch politicians closely as we go through an election cycle et al. This contrast is one of the reasons business leaders generally do not become successful politicians, e.g. Carly Fiorina and Meg Whitman.) There are, however, many leadership lessons that can be learned from politicians. We will discuss examples of these during the course. Further, some of the readings focus on them. The Book-O-Rama (see below) also contains options focusing on political leaders if one were interested in that domain. Hence, that segment of Leadership will be addressed.

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Sports figures can also be problematical. We have had a successful presentation of

Mike Tomlin, coach of the Pittsburgh Steelers; a less successful one of Bill Belichick, coach of the New England Patriots; and a suboptimal one of Michael Jordan as part-owner of the Charlotte Bobcats. One of the reasons, I believe, sports figures can make less successful choices is that their “on-field” achievements, especially in the case of Michael Jordan, dwarf their managerial/business leadership achievements/challenges and create an “aura” about them that detracts from their suitability for analysis and discussion. The Mike Tomlin presentation did, however, work well. Thus, be careful in choosing sports figures.

Some examples of successfully chosen leaders and excellent student presentations/

discussions in previous classes are, among others: Steve Balmer (strange guy!), Mary Barra, Carol Bartz, Jeff Bezos (x4), Lloyd Blankfein, Warren Buffett (x2), Tim Cook (x2), Jamie Dimon (x2), Jack Dorsey, Michael Eisner (x2), Carly Fiorina (x2), Pope Francis(x2), Thomas Frieden, Bill Gates, Carlos Ghosn, Katherine Graham, Alan Greenspan, Bill Gross, Reed Hastings (x2), Hugh Hefner, Elizabeth Holmes, Mark Hurd, Bob Iger (x3), Jeff Immelt, Steve Jobs (x3), Travis Kalanick, Phil Knight (x2), Christine Lagarde, Jack Ma, Marissa Mayer, Doug McMillon, Jim McNerney, Al Mullaly (x2), Elon Musk(x2), Bob Nardelli (what a creep!), Satya Nadella, Indra Nooyi, Stan O’Neal, Larry Page (x2), Henry Paulson, Bernie Sanders, Howard Schultz (x4), Eric Schmidt (x2), John Smale, Kip Tindell, Eiji Toyoda, Meg Whitman (x3), Oprah Winfrey (x2), and Mark Zuckerberg (x2).

Some Leaders who were chosen and whose presentations/discussions were less

successful were: Sepp Blatter (why choose a total sleazebag and try to draw ethical lessons from his, and his organization’s behavior), James Cameron (a reach that really didn’t connect), Al Gore (my non-partisan reaction: Gimme a break!); Hugo Chavez (can you believe it?); Barack Obama (it really didn’t work); Gordon Brown (again, not a good fit); and a Chinese banker no one ever heard of, let alone his bank. Many of these unsuccessful choices were the result of the influence of one member of the team with a heavy personal interest in a specific business segment or specific leader. Please try to avoid that situation.

Please submit an approximate 10 page double-spaced paper analyzing your leader. (The

length is flexible. It is the content and the quality of its analysis that matters.) Please attach a copy of the original article that motivated your choice of leader with your paper.

Because I want each of you to meet and interact with classmates you may not have

known before, the members of each week's team will be assigned in alphabetical order as given on the initial class list. Hence, the team for the "first" week's (Week III) presentation will consist of:

Team Week #III:

TBD

Subsequent weeks' teams can be found on the assignment sheet to be handed out early in the class. Individual students may trade off weeks among themselves depending on travel schedules or other personal/professional conflicts. Please keep me informed of these trades. I would be happy to assist facilitating such trades if needed.

B. Definition of a "Week":

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For the purpose of the assignment, the “week” to be studied by each team will begin the Monday two weeks prior to the date of the class presentation and conclude on the Saturday before. The “week” to be studied by the first team will begin Monday, September 19, and continue until Saturday, October 1. Thus, the teams will have a two week window to draw from and this pattern will continue throughout the course. Thus, the second team’s “week” will begin Monday, September 26 and run through Saturday, October 8 and so on through the course. Any individual reported on in the WSJ during that two week period, with the exception of the individual chosen by the first team, is eligible to be chosen and so on through the course. If concerned your leader maybe the same as that of the pending week, just call a member of that team to find out. As stated above, the two week time frame will give teams time to go into depth in researching and reporting on the leader chosen. As above, this two-week time frame will continue for each of the remaining teams for the remainder of the course.

The paper will be due at the start of class on the date of the presentation. Please number the pages of the paper. Please attach a copy of the original newspaper article to the paper. Please indicate on the article its date and pagination.

C. The Scope of Potential Topics:

Any situation reported in the Wall Street Journal that involves leadership, or lack thereof, is fair game. A potential response to the assignment could be: "Over the last two weeks, there were no examples of the execution of leadership or lack thereof reported in the Wall Street Journal." One must, however, come to class prepared to defend that statement.

If one is a habitué of the Investor's Business Daily or the Financial Times, they may also

serve as a source of a Leader. I would prefer that business magazines such as "Business Week," Fortune, Forbes, etc. not be used as the primary source. The articles in these publications are generally, though not necessarily, longer and may entail more analysis. I want you to provide the analysis. You are welcome, however, to use such sources as reference material or supporting material in your paper/presentation.

As will be discussed in class, one of the goals of this project is to expand/reinforce your

reading horizons and to have some fun. Go to it!!

#3. Weekly Wall Street Journal Leadership Team Assignment – The Presentation: On your assigned evening, come to class prepared to present your findings as a team for 20 minutes. Any number of students from the team may participate in the presentation, depending on each team's preferences. Members of the team who do not present will receive as a grade the average of the presenting student(s’) grade. Following the presentation, the class as a whole will discuss it for 10-15 minutes or longer depending upon the zest of the session.

Please be very disciplined in sticking to the 20 minute time limit and work to insure that individual presenters in the team adhere to their agreed upon time limits. We have had some whopper violations of the time limit over the years. Adhering to time limits is a critically

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important attribute of “effective communication” in business settings, let alone anywhere. People notice it. Succinctness is valued and rewarded.

A.WSJ WEEKLY TEAM ASSIGNMENT SCHEDULE 467 – PERSPECTIVES ON LEADERSHIP –FALL, 2016

Week III --“Team III” Week IV – “Team IV” Week V – “Team V” 1/17/17

1/24/17 1/31/17

Week VI -- “Team VI” Week VII – “Team VII” Team VIII – “Team VIII” 2/7/17 2/14/17 2/21/17

Week IX -- “Team XI” Week X -- “Team XI” 2/28/17 3/7/17

Unassigned

# 4. Student Project -- The Paper:

There are six options for the Student Project. Each of these will entail the production of

a term paper and a presentation to the Professor.

To do justice to the topics to be addressed in the term paper, it generally requires a paper of approximately 20 double-spaced pages. I am not up-tight about the exact length of the paper; it is the content that counts. Therefore, do not manipulate the font to produce a paper of 20 pages, particularly the use of a small font to squeeze a longer paper into 20 pages. The resulting paper becomes very difficult to read.

The term papers are due at the beginning of our final class, December 6, the

evening of “Book-O-Rama.” You may, however, turn them in earlier at your convenience.

The presentations of the projects will be held during one of the later class sessions in the course or at another time convenient to the team/student and the professor. Because some of the options entail analyzing personal situations, time will be found for confidential “One-on-One” presentations /discussions with the professor at mutually convenient times. The specifics of these presentations and their scheduling will be discussed further in class.

OPTION #1: Leadership Self-Assessment:

How do you rate yourself as a leader? Why? What are your strengths as a leader? What is the evidence to support your view of these strengths? Are there situations that validate your view of them? What are your weaknesses as a leader? Why? What is the evidence that these exist? How much of a problem are they? In what situations have they manifested themselves and to what effect?

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What do you see yourself doing to enhance your leadership skills? What will you do to

deal with your weaknesses? How will you go about doing it? What steps will you take? What will you do to enhance your strengths? What will be your overall goal in these two processes? How will you measure your progress in this enhancement effort? To what extent, if at all, do you see the experience of taking this course helping you in your quest? Please be specific.

OPTION #2: Career Planning:

Where do you want to be professionally in 5 to 10 years? Why? What is your plan to

get there and how will you implement it? What do you need to accomplish to see your goals realized? What do you need to avoid happening to get there? Where do you see leadership fitting into all of this? Why? What leadership skills do you believe will be needed to get there? How do you plan to apply them? How, if at all, do you plan to enhance them? To what extent, if at all, do you see the experience of taking this course helping you in your quest? Please be specific. Note: You may combine Options #1 and #2, placing the relative emphasis on either of the two as you desire.

OPTION #3: Analysis of Another Leader:

Please analyze the leadership skills, or lack thereof, of a leader with whom you have

worked. What are these skills? Why? And/or what is lacking? To what extent have these skills been effectively applied or not? In what situations? What results were achieved through their application, especially results that would not have been attained without them? What is the evidence to support your perspective on the above? What results were squandered by virtue of their lack of application? What would you have done differently, if anything, in the situation? What, if anything, do you believe would have been achieved through the different behavior(s)? If you could confidentially or anonymously give advice to the individual being analyzed, what would it be? How, if at all, would the knowledge gained in this course influence your advice and how has it influenced your analysis?

OPTION #4: Situational Analysis:

As in your weekly assignments, there are leadership events or anti-leadership events

occurring in business on a daily basis and often with substantial impact. Please analyze one of these situations preferably one with substantial impact. To what extent were leadership skills

applied in this situation or not. What were the skills and how were they applied or not applied? By whom? What were the results achieved through the application of these skills and why? To what extent were these skills appropriate to the situation? To what extent could they have been enhanced? What ongoing skills will be required as the situation evolves? Were you to have been a critical actor in the situation, what would you have done? Why? What would you do on an ongoing basis? What advice would you give to the principal actors in the situation? How, if at all, has the knowledge gained thorough this course influenced your analysis of the situation and the advice you would give? Please be as specific as possible.

To some extent, this option parallels the "Weekly Wall Street Journal Leadership Assignment." It requires, however, that one go in much greater depth than is possible in the "Weekly Assignment." One may use the same topic as the "Weekly Assignment," with the

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permission of the instructor, provided one goes into that greater depth. This option may be undertaken on an individual or team basis.

OPTION #5: Leadership Review:

One of the most fruitful and vibrant sources of knowledge about leadership and leaders in my career has come from reading books -- and, interestingly enough, exchanging and discussing these books with CEOs and other senior managers across a variety of industries. In this option, you are invited to read three books that focus on leaders and leadership. The books may be biographies, autobiographies, situational analyses or books on leadership per se or leadership principles. In your choices, I would like there to be some mix across these categories. I would like you to analyze the content of the books focusing on how they explicate, illustrate, reinforce, expand or otherwise enhance the principles discussed in class and your knowledge of Leadership. For instance, you may use a book on leadership principles as an analytic framework to analyze the other two books as well as examples of leadership discussed in class. You may also wish to contrast the leadership principles discussed in your book(s) with those discussed in class or elaborate and explicate principles not discussed in class. Similarly, you may want to contrast the findings/propositions of two books on leadership principles and apply that analysis to the third book. You may use the assigned class book or any other book read in connection with another class assignment as one of the books. This option may be pursued by an individual or as a team. If it is pursued by a team, however, each individual must have read all of the books. The professor's sign off on the specific books is required. There is considerable flexibility in the choice of books.

OPTION #6: The Validity of the "Research" Supporting the Various Concepts of Leadership and Its Components

Invariably, articles on "Managerial Leadership," other than those that are straight-forward

personal opinion, state soon after their beginning: "Based on our research, ………" What research? The Harvard Business Review does not even publish references. Some of the articles read in class, e.g. those by Goleman et al. would appear to be based on seemingly rigorous research. What is the quality of the research that underlies these articles? How good is their sampling? Might it be skewed to produce the results desired? How valid is the research design? How valid are the analytic approaches? What might be some limitations to the alleged conclusions of the studies growing out of sub-optimalities in research design? What improvements might be made in the research to enhance its validity and the validity of the conclusions drawn from it? This is an important topic. I do hope that someone pursues this interesting option. It may be undertaken as an individual or team project.

OPTION #7: The Problem of the “Anti-Leader:”

The Leadership principles discussed in this course, in virtually every Executive Education Session or lecture on Leadership that I have attended, and the readings that I have done on the topic posit a rational and ethical framework for Leadership, i.e. people want to be a leader and see themselves, their organization, and their colleagues succeed and pursue those goals in an ethical, collegial, and non-self-serving manner. The problem is that the business world, and virtually every other type of societal organization including, if one can believe it, universities, seem to be populated by a number, if not a lot of individuals who, by virtue of neurosis, character disorder, egomania, or just plain incompetence appear to behave in such a way to make a mockery of the principles of Leadership – e.g. all they seem to care about is

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themselves and how they are perceived; they will do nothing to solve an institutional problem let alone acknowledge its existence; good ideas are blocked; honest discussion is discouraged if not penalized; good ideas of subordinates are claimed as their own etc. How does one deal with these people? I’ve had to deal with many of them and it is not easy. Do these people ultimately succeed? Are they rewarded for their behavior? Do organizations realize how deadly they are, try to alter their behavior or get rid of them or do they promote them because they appear successful/let alone obsequious to their superiors? How does one deal with an incompetent superior? (Again, I’ve had these!) How does one structure an organization and its culture so that these people are not rewarded, if not weeded out of the organization, let alone not hired in the first place? Do firms have programs to detect these anti-leaders and protect themselves from them? Is there any research on this topic? Any expert opinion? If so, what does it say? What works? And what doesn’t? Is this a problem worth addressing? Have you had personal experience with it, what have you done about it, how has it worked? If it didn’t, why not? What did your organization do, if anything, to help you in the matter? What would you recommend be done about the problem overall – at the office level, division level, the firm level, and across firms? Please be as specific as possible.

Precis of Student Project:

Please submit a precis of the project on October 11, 2016, Week III or earlier, if you

wish. This is a non-evaluative assignment designed to get you thinking about the project. Please identify the topic to be addressed, the analytic approach to be used, resources to be accessed etc. Please identify team members if a group effort.

#5. Student Project Presentation – The Presentation:

Please see the fourth paragraph of the section: “Student Project – The Paper” (p. 12) above. Further details will be discussed in class.

# 6. “Book-O-Rama:”

One of the goals of this course, as well as of all my courses, is to get the students to read more--in fact, adopt a life-long, systematic habit of growth—intellectual, emotional, and social-- through reading.

There are literally a zillion business books/Leadership books—the great majority of

which are, regretfully, probably not worth reading, at least not in their entirety. There are some, however, that are “Well-Worth Reading” (WWR) (I would like to think the books required in this course fall within that category), if not “mandatory” reading for anyone in business. Indeed, I have learned a lot about Leadership, broadly construed (explicit and implicit), and its various manifestations and/or had my understanding of it reinforced and deepen from reading books.

Selections from a few of those WWR books are included in other sections of this course,

but many are not. To ensure that my students are exposed to the WWR books that are read or, more accurately, partially read in the other sections of this course as well as to a number of other books I have found to be WWR, I created in this course a number of years ago the feature, “Book-O-Rama.” The goal of “Book-O-Rama” was to have students read a WWR book on Leadership during the course (beyond the required ones) and report to the class on its merits/demerits in a

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dynamic, group interaction/quasi-debate format, squaring off with other students in the final session of the course.

In designing the “Book-O-Rama,” I consulted with all of the professors teaching the other

sections of the course (present and past) as to which books they both used in their class and/or would otherwise recommend. This process led, in the first year of “Book-O-Rama,” to the selection of eight books. That year, through a random drawing, a team of five students was selected to read one of the books and analyze it for the class. Interestingly enough, only two of the eight were not explicitly “voted off the island” and recommended for inclusion in the next year’s list. They were: Pat Lencioni’s The Five Dysfunctions of a Team and David Halberstam’s, Education of a Coach. One of the books, Shackleton’s South: The Last Antarctic Expedition of Shackleton and Endurance, a classic of the Leadership genre, was universally detested by its team members. (For the record, the other books randomly assigned were: “Black, Basic Black; Collins, Good to Great; Covey, Seven Habits; Fiorina, Tough Choices; and George, Authentic Leadership.”)

One of my conclusions about the exercise was that the forced-choice nature of the

selection process, resulting in some students being assigned a book they might otherwise not have chosen voluntarily, reduced the appeal and long term value of the exercise. Accordingly, this year, as in recent years, the selection of the books will be voluntary. If a large number of students choose the same book, we will use a random selection process in choosing which students will present during the last session of the course. This process has worked well in past sections of the course. We can discuss the specifics of this selection process and other particulars of the assignment in class.

As an aid to advancing the “Book-O-Rama,” I have compiled a list of books from which

you may choose a book for the exercise. I welcome your reading any other book of merit, with permission of the instructor.

The list of books can be found in the “Appendix” at the end of this Syllabus.

The Format for the “Book-O-Rama:”

On the Book-O-Rama evening, the class session will be divided, as always, into two halves, “pre-break” and “post-break.” Following the brief, opening, introductory/administrative remarks, half of the class will move to chairs assembled in the front of the room to present their book. The second half of the class will assemble in similar fashion “post-break.” I will have developed a list detailing the order of the presentations prior to the class – the order reflecting, among other things, the frequency with which the book was read and an attempt at some thematic unity across the books.

If two students read the same book, the second student will be invited to present at the front of the room also. If more than two students read the same book, two of those students will be chosen by lot to present.

Each student presenting will be allotted roughly five minutes to address the following four questions:

1. Why did you choose this book?

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2. What is it about? 3. What did you learn from it, if anything, regarding Leadership?, and 4. Would you recommend that the book be retained in the “Book-O-Rama” for future

classes? Why? Students may use notes during their presentation and obviously refer to the book.

There will be no power point or other visual aids. The ambience is meant to be quasi-informal and conducive to having some fun.

If more than two students read a specific book, the additional student-readers will be invited, at the conclusion of the remarks of the first two students, to add, from their seats, any further comments regarding the book. The floor will then be thrown open for questions and general discussion before proceeding to the presentation(s) and discussion of the next book.

Attendance in the final session of the class, the “Book-O-Rama,” is mandatory. Invariably, professional and personal commitments arise that prevent a student from attending the class and, with advance notice, excused absences are appropriately granted. In such cases, a few minutes during the student’s “One-on-One” or similar venue will be used for the report on his/her book.

#7. Special Projects: To Be Discussed in Class:

A Note On Grading:

Shortly before the end of the fall term ’08, all of us teaching in the winter and spring quarters received the following e-mail. It has been forwarded virtually unchanged every quarter since then. I very much wanted you to see it:

From: kellogg-faculty-request@mail.kellogg.northwestern.edu on behalf of Sunil Chopra Sent: Thursday, December 04, 2008 8:54 am To: kellogg-faculty@kellogg.northwestern.edu; adjunctfaculty@kellogg.northwestern.edu Subject: Grading

Dear Faculty: As you prepare for grading for the fall quarter, please keep in mind that we are aiming for no more than 40% A grades in core classes and no more than 45% A grades in electives. In the core, we are aiming for around 10% C grades and in the electives around 5%. For course (sic) where multiple faculty are teaching, it is ideal to maintain some degree of consistency across the faculty. Thanks and all the best, Sunil

Sunil Chopra Senior Associate Dean for Curriculum and Teaching IBM Distinguished Professor of Operations Management Kellogg School of Management Northwestern University, Evanston, IL. USA

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s-chopra@kellogg.northwestern.edu

Honor Code:

"A Statement of Intellectual Responsibility." - The English Department's interpretation: “Not putting anything over on the

teacher.” Relevance to this course.

Course Evaluations:

Time is set aside during the final class session for completing the Teacher Course Evaluation in class, as requested by the Dean’s Office. I regard the completion of the Course Evaluation during that time as a matter of the Honor Code and take it seriously. When we discuss the Honor Code early in the course, I will ask for a commitment from each of you to complete the Course Evaluation during this allotted class. If a student has an excused absence from the final class, a commitment will be secured, consistent with the Honor Code, that it be done from the student’s remote location at a time convenient to the student, preferably during the class time allotted to it.

Mid-Term Comments:

I will endeavor to solicit your “Mid-Term Comments” on the forms provided by the school at some point beyond the half-way point of the class. In the past, I have been able to collate all the comments, have them typed up, and have them distributed to the class the following week. I will endeavor to do so this quarter. I value your opinions and suggestions very much.

Classroom Etiquette:

Classroom cleanliness Computer etiquette Cell phone etiquette Dress Code The convening of class The dismissal of class

Class Attendance:

I will take attendance each week at the beginning of class. Do make every effort to be there on time. If you know you are going to be late, please notify me in advance, if possible.

We all experience unexpected events, illnesses, and irreconcilable professional and

personal conflicts. I understand the reality of these unexpected developments and conflicts and only ask that you make a good faith effort to resolve them in favor of class attendance. I am very flexible in this matter. When that is not possible, I would appreciate it if you could notify me prior to the absence so that I will be aware of it. A maximum of two excused absences would appear appropriate barring substantially extenuating circumstances.

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Class Readings/Case Packet:

There is a “Case Packet” for the course which you can purchase from Study.net.com. The “copyrighted” readings for the course are contained in this case packet. The “public domain” readings are posted on Canvas. They can be found in the “Modules” section on Canvas. Each week has a separate folder under “Modules” where you can access the readings for that week. Experience has suggested that it is easier to access the documents from each week’s folder rather than accessing from the original publication, although you are free to do so if desired.

The Volume of Readings:

The volume of readings is relatively heavy at times. Every article included in the

Syllabus is there because I have found something of value in it relevant to the substance of the course. Every article is reviewed for its relevance, timeliness, and value before each course offering. Given that I have found value in an article, however, I find it difficult to remove the more valuable ones from the Syllabus.

The volume of reading tails off significantly in the later weeks of the course, allowing

time for the preparation of your Term Paper, its presentation, and the Book-O-Rama. The readings have been assembled both to advance your erudition and job performance

and to serve as an ongoing resource for you.

I have been endeavoring, however, as difficult as it maybe to believe, to slim the readings down. To make the reading assignments more apprehensible and user-friendly, I will endeavor, at the beginning of the second half of each evening’s class, to review the readings for the next week – stressing which are the most important and which part(s) of the latter warrant your close attention. Not all of the articles will be discussed. I will endeavor to specify which articles will be the principal focus in the forthcoming class.

There is no expectation that you will be able to read all of the articles every week or

within the time frame of the course itself. I make this statement to relieve anxiety and not as an invitation to lassitude. Over the years, students have found the readings to be enormously valuable not only during the course but also afterwards. Some of the readings have been read after the course was over and many read and re-read yet again over time.

The Numbering of the Readings:

Each week of the course is designated by a Roman numeral, I-XI. There are 11 weeks to the class. Each evening is divided into two sessions by a break at approximately 7:30 PM. The sessions are numbered consecutively through the class, 1-22. Each reading is indicated by an Arabic number, 1, 2, etc. When both sessions of a given evening are devoted to the same topic, the readings will be listed as Roman numeral-number of reading, e.g. II-5. When the two sessions in a given evening are devoted to two separate topics, the readings will be identified by week, session, and number, e.g. VI-11-1: VI-12-1, etc.

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In most weeks, the “Supplemental Readings” are listed at the end of the relevant session/week, such as SR-II-1. The Supplemental articles were, for the most part, previously required for the course. They are not required in this course, are not available on Canvas, and are for your edification only in case you choose to pursue them. They are not contained in the folders.

The Required Text Book(s):

Since the beginning of the course, I have asked the students to read “Jack: Straight from the Gut,” a book whose timing and content is enormously relevant to this section of KACI-467. As you will learn from the required reading later in the course, Welch is cited by Warren Bennis as the Number 1 Business Leader of the second half of the 20th century. A number of years have passed, however, since the publication of the book and another great business leader has emerged, in my opinion, the leading business leader of the 21st century to date, namely, “Steve Jobs.” Accordingly, I am giving you the option of reading one of the two books. We will discuss each of them, in depth, in Week V of the course. A healthy mix of the two books among the class should lead to a very vibrant and dynamic discussion.

"Buddy-System" Classroom Materials Pick-Up:

If you have to miss a class, I would be grateful if you could notify one of your

classmates and have him/her pick up a set of any reading materials being handed out that evening so you will have them in ample time for reading by the next week. Options entail the "student-buddy" placing the materials in your box or otherwise your arranging with him/her for them to reach you.

The Issue of Language: To be discussed in class.

"Getting To Know You:"

Name Plate:

Please bring your name plate to class each week. If you forget it or lose it, please construct a makeshift, paper name plate with big, highly legible and highly visible lettering on it and place it on your desk in front of you.

Picture ID card:

Please provide the Professor with a 3x5 card with your picture on it and relevant information such as name, major(s), status in curriculum, employer, job title, and other relevant or not so relevant personal information. Please feel free to be expansive. It can be quite fun learning of your personal interests, family situation(s), etc. Please include current contact information (the School’s is often outdated), including your work, home, and cell phone numbers and relevant mailing address. Over the years, having this information has proven to be enormously helpful and important in a number of instances.

If your name is other than Smith or Jones and believe it may represent a pronunciation challenge to an objective observer (virtually any name beyond Smith or Jones is a pronunciation challenge for me!), please also give a phonetic spelling of your name on your card.

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Please put your phone numbers (work/home/cell) on all e-mails to me so I can get back to you in an expeditious manner.

The submission of your “Picture ID Card” counts as a component of the “Class Participation” grade.

Student Liaison: To be discussed in class.

REMAINDER OF PAGE LEFT BLANK INTENTIONALLY

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Week I - Leadership Sessions #1 & #2 January 3, 2017 6:00 - 7:30 pm 7:45 - 8:45 pm

Topic: A Perspective on Leadership

“Leadership is Hidden in Plain Sight:”

Welcome and Introductions

Overview of Course: Goals and Mechanics

Seeking a Definition of Leadership Required Reading: 1-A Dessi, C.: “New Job? Do These Things,” The Chicago Tribune, August 8, 2016.

I-1 Rifkin, W: “Warren G. Bennis, Scholar on Leadership, Dies at 89,” The New York

Times, August 2, 2014, pg. A18. (Note: Warren Bennis is a major figure in the history of “Leadership.” He has been on the reading list of this course for years and President Schapiro may well invoke his name in his presentation, as he has done in multiple previous years. Mr. Bennis almost became President of Northwestern University many years ago, but did not for reasons Morty may address. I want you to be aware of him and be aware of his contributions to leadership. I found paragraph seven to be absolutely remarkable, vis a vis the goals and rationale of this course. It is among many of the salient points made in the article. I will make reference to it in my remarks. As is the case of many other leaders, I was also impressed by Mr. Bennis’ early childhood experiences influencing the trajectory of his career – a common phenomenon and one that also emerges strongly in the “One-on-Ones.” I had not previously been aware of his autobiography, “Still Surprised: A Memoir of a Life in Leadership.” I have added it as an option for the “Book-O-Rama.” It could be a worthwhile read.)

I-2 Kepner, T.: “In a .338 Lifetime Average, Every Day Counted,” NYT, June 17, 2014, Pg. A1. (Note: I’ve included this article about a great athlete because of the amazing reinforcement, in one of its sentences, of one of the principal goals of the course. What is the sentence and what is the goal? Please note also the nouns used in the second sentence of the first paragraph in reference to the game of baseball and “applying his daily discoveries”. I feel the same way about this course.)

I-3 Ovide, S.: “Steve Ballmer's Next Mission,” Wall Street Journal, May 16, 2014, Pg. B5.

(Excerpt) (Note: I found the opening portion of this article excerpted here fascinating on many levels, particularly as it reinforces a number of the points we will be discussing in the course and augment others. It also reinforces many of the points that I make in my

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speeches across the country. Among many others, I loved his statements: “Ideas matter” and “I’m trying to learn, read, and understand”. On the money! Mr. Ballmer was one of the executives profiled in the “Wall Street Journal Leadership Presentations” a few years ago. This is a nice follow-up. I will be making reference to it in class.)

I-4 Bryant, A: “Corner Office” Interview of Sally Smith: “Never Hurry When You’re Hiring,” The NewYork Times, December 14, 2014.Pg. 2 BU-Y. (Note: A nice little article actually identifying and reinforcing a number of the goals, precepts and pedagogical components of the course, particularly in the four of the last five paragraphs.) I enjoyed reading it enormously. Read it. We will discuss it)

I-5 Gellman, L: “Jack Welch Talks Business,” Wall Street Journal, April 2, 2015.

Re: Seeking a Definition of Leadership

Note: I have not uncovered an article with a definitive definition of Leadership. In fact, it is remarkable how many, and famous, articles on Leadership do not attempt to define the term at all. We will dialogue in class regarding what such a definition might be and I will share with you a few that I have encountered over the years.

I-6 Katutani, M: “Glimpses of Obama among ‘Friends.’ Review of Book: “Confidence Men:

Wall Street, Washington, and the Education of a President;” by Suskind, Ron; Harper, 2011; New York Times, September 19, 2011, pg. C1. (Note: I have included this reading because of the Volker quote. I had no idea Volker was either that insightful or that candid on the topic of Leadership. The quote does not per se advance a definition of Leadership. It does, however, suggest what it is not. He is right on the money. Although Suskind’s book is important, there is no reason to read the review in any detail beyond the Volker quote.)

I-7 Olsen, P.R: “Sprinkles of Pixie Dust;” Interview of Ana Dutra, CEO of Korn/Ferry

Leadership and Talent Consulting,” New York Times, December 11, 2011, pg. BU-9-Y. (Note: An interesting perspective on Leadership, among other things, from a successful Kellogg Alumna. I found her concluding thoughts very congruent with my own regarding an aspect of a “Definition of Leadership.”)

Suggested Reading: SRI-1 Welch, J.F: “Jack: Straight from the Gut,” Warner Business Books, 2001 or Isaacson, W: Steve Jobs, Simon & Schuster, 2011. (Note: Although your choice of one of these two books is not required until Week V of the course (February 2), it would not hurt to start reading it now or soon. Starting to read it now will, I believe, enhance the value of all the intervening classes.)

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Week II- Leadership Sessions #3 & #4 January 10, 2017 6:00 - 7:30 pm 7:45 – 9:00 pm Work-Life Balance Workshop

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Week III- Leadership Sessions #4 & #5 January 17, 2017 6:00 - 7:30 pm 7:45 – 9:00 pm Topic: The Elements of Leadership – I

Required Reading:

III-1 Zaleznik, A: "Managers and Leaders: Are They Different?" Harvard CP#1 Business Review, December, 2001, pg. 61-84. (Note: This article is the

grand-daddy of them all. It is why this course exists (the term, “Managerial Leadership,” the original title of this course, appears in its text!) and why Harry Kraemer lost sleep as an MBA student at Kellogg. It is overly long; opaque at times; but important. It was originally written in 1977. What is the author reacting to in writing the article? Is he onto something?)

III-2 Kotter, J.P: "What Leaders Really Do," Harvard Business Review, CP #2 December 2001, pg. 85-97. (Note: This article is the centerpiece of the

course. Please read it carefully and then re-read it. I have read it at least 20 times and get something new out of it every time I read it. I have given it to every senior executive I have worked with, both within Kellogg and externally. I have also given it to every member of my family. Over the years, students have put the article to very good use in their work place. I will provide a number of such examples. We will discuss this article in some depth.)

III-3 Rifkin, W: “Warren G. Bennis, Scholar on Leadership, Dies at 89,” The New

York Times, August 2, 2014, pg. A18. Reprise of reading Week I-1. (Note: Upon rereading this obituary of Warren Bennis, part of the required reading of Week I, I became struck by the rather remarkable reinforcement in it of a number of Kotter’s principles. Reread the first half of the obituary and reflect upon what might be those reinforced principles. What are they? Is there any reinforcement in what, if anything, does it imply? Are they for real? We will discuss.)

(Note: Articles II-4 through II-26 illustrate, through their commission or omission,

various attributes of the Kotter model; their importance; and, in many instances, the benefits and losses that come from implementing them or not doing so. I have attempted to array the articles in the order that the specific attributes they exemplify are discussed in the Kotter article. Many of the articles, like any good article dealing with Leadership, touch many bases. Please forgive the mention in a few of the early and/or middle articles of attributes that are highlighted later in Kotter and in our discussion.)

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III-4 Narayen, S: “Connecting the Dots Isn’t Enough,” New York Times, July 19, 2009. (Note: This article, like Leadership itself, starts with “Vision.” It goes on with a whole lot more.)

III-5 Paulson, M: “U.S. Bishops Seek to Match Vatican in Shifting Tone,” New York

Times, June 12, 2014, pg. A1. (Note: In the winter of 2013, a student of this class, himself a Hindu, wrote his term paper on Pope Francis. It was an amazing, adulatory analysis of Pope Francis and his firsts, including, important to the student, being the first Pope to take a selfie! I found this article remarkable insofar as it shows the impact that the vision of a single leader can have in changing an entire organization and how powerful it can be in causing change, especially, in this case, one traditionally resistant to change.)

III-6 Bryant, A: “If You Don’t Know Your Co-Workers, Mix Up the Chairs,” Interview

of Dennis Crowley, CEO of ‘FourSquare,” New York Times, July 18, 2012, Pg B2. (Note: This is one of the finest articles I have ever read regarding the importance of “Communication;” the resulting quest for, and possible achievement of, “Alignment;” and means of achieving both. How about: “over-communicating;” “randomly meet[ing] with one person a day;” “ask[ing]…for feed-back;” “it is O.K. to be critical;” “mix[ing] the seats up;” “mov[ing] my seat around;” “two big screens;” “weekly snippets;” and “discipline in the way we talk about certain things.” Dennis Crowley gets it!...and how!!)

III-7 Hymowitz, C: “Diebold’s New Chief Shows How to Lead after a Sudden Rise,”

The Wall Street Journal, May 8, 2006, pg. B1. (Note: This article, one installment of a regular column in the Wall Street Journal that is, on balance, well-worth reading, provides, in addition to some other interesting and valuable information, examples of the implementation of, at least, two of Kotter’s components of Leadership. What are they?)

III-8 Molesky, M: “The Feats They Did That Day,” Book Review of: “Agincourt,” by J.

Barker, Wall Street Journal, June 27, 2006, pg. D6. (Note: In Henry, the English did have “hands-on Leadership… in spades,” “Once more into the breach, dear friends!” That Leadership had monumental results. What struck me most about the Review was the degree of “Alignment” achieved throughout Henry’s army: “contractual documents, or indentures, that stipulated conditions of pay and service…directly tying the fate of the king’s expedition to even the most humble food soldier.” War in this period was a business undertaking. Henry was a very effective CEO. The term “Band of Brothers” originates from Shakespeare’s rendering of his Leadership abilities.)

III-9 Bryant, A: “Build A Culture on Trust and Respect,” Interview of Gary B. Smith, CEO

of Ciena, New York Times, October 4, 2015, pg. 2-BU-Y. (Note: This article reinforces many of the elements of the Kotter Model and is worth reading for many of them. Alignment, however, comes screaming off the page. The last paragraph is very powerful although, by this point in the course, I may have raised an objection to the words such as “softer side, (there’s nothing soft about it!), he hits the bulls eye direct on.”)

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III-10 Silver-Greenberg, J. & Schwartz, N.D.: “Discord at Key JP Morgan Unit is Faulted

in Loss,” New York Times, May 26, 2012, pg. A1. (Note: What Henry had in “Alignment,” Jamie didn’t! Talk about a failure of “Alignment” and “Communication!” J.P. Morgan’s stock price has recovered. It will take years for the firm’s reputation to recover. The recent kerfuffle regarding Wells Fargo has reignited the discussion of this episode, further impairing the recovery of reputation.)

III-11 McGregor, S.A: “Branching Out in Science,” New York Times, May 31, 2009.

(Note: Mr. McGregor’s switch to majoring in Psychology bore rich fruit. His emphasis on “liking and respecting the people around [him]” and “want[ing] employees to feel inspired” is delightful to read. Would that others had learned his lesson. The positive results in employee retention are nice to read and are reinforced in the David Novak’s/Yum Brands’ article, II-4-18.)

III-12 Trahan,K: “Harvard’s Imperial Coach,” Wall Street Journal, June 27, 2013, pg. D6.

(Note: This article is included in the reading list for two reasons. First off, because of one word uttered about 60% of the way through the article by Richard Cashin, one of Parker’s former rowers. Second, because of the last paragraph. The substance of the latter is central to effective leadership. I was coxswain of an Amherst College crew that beat one of Harry Parker’s crews on the Charles. I will share with you the quote uttered years later by our bowman that day that captures exactly the substance of the last paragraph, an element of, and outcome of, effective Leadership.)

II-13 Deutsch, C.H: “Harry Levinson, Psychologist for the Workplace, Dies at 90,” New

York Times, June 28, 2012, pg. B15. (Note: I had never heard of Harry Levinson or his work which made reading this Obituary even more exciting. It contains the strongest testimony that I have encountered regarding the relationship of “Leadership” and workers’ health and its importance – a relationship I largely deduced on my own and will share with you. Please note the importance of “reading books” in Dr. Levinson’s development – a nice reinforcement of a major goal of this course overall and the “Book- O-Rama” exercise in particular. As an aside, given that Dr. Levinson arrived at the Harvard Business School in 1968, he must have been a colleague of Zaleznik, a power- packed combination that, at some level, had to influence Zaleznik and positively so.)

III-14 Bryant, A: “Be Passionate, Yes, but Always Have Compassion”, New York Times,

October 6, 2013, Pg. 2-BU-Y.Corner Office: Interview of Michael Gould, Chief Executive of Bloomingdales. (Note: This article, an interview with a highly successful retailer, is one of the strongest endorsements of the model(s) of Leadership that we are advancing in this course. It hits on all cylinders. Take a look at Paragraph 3 in terms of its affirmation of: the last paragraph of the Parker article, at least two of the principles of Kotter’s model, and a whole lot more. The reinforcement it provides to what President Schapiro will say later in the course is

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striking. Further, the affirmation in the second to the last paragraph of Goal #5 of this course [pg. 1] is additionally striking.)

III-15 Bryant, A: “Wain Kellum of Vocalocity on Winning Over Employees” New York

Times, August 23, 2013, Pg. B2

III-16 Bryant, A: “Dissent Isn’t Just an Option. It’s Everyone’s Obligation,” New York Times, September 27, 2013, pg. B2

III-17 Landro, L: “Rooms at the Top,” Book Review of “Four Seasons,” by Isadore Sharp,

Wall Street Journal, April 29, 2009. (Note: One of finest examples of “Empowerment” I have ever encountered. The record speaks for itself what that empowerment has produced.)

III-18 Porath, C.: “No Time to Be Nice at Work,” New York Times, June, 19, 2015.

III-19 Greenstein, T: “NU Working on New Contract for Fitzgerald,” Chicago Tribune,

January 13, 2011, Sec. 2-pg.1. (Note: The first sentence of this article blew me away!...I mean: “Blew me away!” I lived through the before and after. Think what might have been, had Parseghian been treated like Fitzgerald is being treated. Northwestern now has people in Leadership positions who understand what “it” is all about. One could say “NU has learned a lesson” but, I believe, the difference is the people who are here now rather than an institution having “learned a lesson.” One of the central tenets of Leadership is finding good people, having them in the right place, growing and developing them, and retaining them. Our speaker later in the course, the President of Northwestern University, is demonstrating very effective Leadership, as are his colleagues. It is nice to be part of such an organization and see the principles we are espousing in this course being put into action.

III-20 McCullough, G: “The Lesson of the 38 Candy Bars,” New York Times, Aug. 9,

2009, pg.2 BU-Y.

III-21 Bryant, A: “At Yum Brands, Rewards for Good Work,” New York Times, July 12,

2009.

III-22 Meyer, A: “Firms Reap Bonuses by Rewarding Jobs Well Done,” Chicago Tribune, January 31, 2005, Sect. 4, pg. 3. (Note: A nice little article demonstrating the importance of rewards per se and as facilitators of enhanced performance.)

III-23 Schellenbarger, S: “Showing Appreciation at the Office? No Thanks,” Wall Street

Journal, November 21, 2012, Pg. D3

III-24 Efati, A: “Google Seals Its Reputation for Minting Tech Executives,” Wall Street Journal, July 18, 2012, pg. B7. (Note: One of the finest examples that I have

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encountered of the instantiation of a culture of Leadership. Please note the reinforcement of the importance of/values of that culture in the interview of Dennis Crowley earlier in this session’s readings. Further, please note the reference to GE in the article. It is a wonderful reinforcement of what is to come later in the course.)

III-25 Gibson, R: “Pitchman in the Corner Office” – A Review of: “The Education of an

Accidental CEO,” by David Novak, Wall Street Journal, October 24, 2007, pg. D10. (Note: A nice example of someone putting into practice a number of the concepts we are discussing this week and throughout the course.)

III-26 Bryant, A: “Stay Focused, and Your Career Will Manage Itself,” New York Times,

February 2, 2013, Corner Office: Interview with T. Leahy, Former Chief Executive of Tesco, pg. BU2. (Note: This article affirms a remarkable number of the components of the Leadership model we have discussed in class. It makes for very positive reading. There is also a nice insight on a few occasions as to what his Leadership style might be/have been, at least in part, at various stages in his career. It makes for perfect concluding article for this session of the course.)

Suggested Reading:

SRIII-I Koehn, N.F: “Working (and Living) the Company Way.” A Review of: The

Company Town: The Industrial Edens and Satanic Mills that Shaped the American Economy, by H. Green. New York Times, November 7, 2010, pg. BU-7-10. (Note: This review, worth reading in and of itself, may seem tangential at this point in the session. Paragraphs 5 through 7, however, provide a remarkable affirmation of the history we will discuss in this session – a history, quite relevant to the Zaleznik and Kotter article which I figured out by observation and intuition and that I am looking forward very much to sharing with you. In that regard, the Review made for exhilarating reading for me. Also, I have a fascinating, personal anecdote about Francis Cabot Lowell that I am looking forward to sharing with you.)

(Note: Articles II-5 through II-24 illustrate, through their commission or omission,

various attributes of the Kotter model; their importance; and, in many instances, the benefits and losses that come from implementing them or not doing so. I have attempted to array the articles in the order that the specific attributes they exemplify are discussed in the Kotter article.. Many of the articles, like any good article dealing with Leadership, touch many bases. Please forgive the mention in a few of the early and/or middle articles of attributes that are highlighted later in Kotter and in our discussion.)

SRIII-2 Finder, A. et al: “President of Harvard Resigns, Ending Stormy 5-Year

Tenure,” The New York Times, February 22, 2006, pg. 1. (Note: I vividly remember living through this episode in higher education, having more than one personal reason for being interested in it. I have given a

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lot of thought to eliminating this article from the reading list because of: the length of the list; the passage of time since the episode addressed in the article; and the type of business that it focuses on, a business which, with one significant exception, you will most likely not interact with after your graduation and which may appear arcane compared to those that you will interact with. I have retained it, however, for two reasons. One, and principally because of the extent to which the article reinforces the Kotter model. The words are right there: “Leadership,” “Vision,” “Communication,” “Align,” and “Inspire.” Remarkable! It goes to show it doesn’t matter what type of business one is in, Leadership is what it is all about. Second, the individual addressed in the article re-emerged last fall as a candidate for a major financial position and re-emerges therein in next week’s readings on Leadership Styles. I thought it important to include this article as an important determinant, however left unsaid, to the outcome of the choice for the financial position. I would skim the article focusing on the words and concepts highlighted in the sentence above.)

SRIII-3 Bryant, A: “Leadership Without a Secret Code,” Interview with Drew Gilpin Faust, President of Harvard, NYT, November 1, 2009, pg. 2 BU Y. (Note: The content of this interview stands in sharp contrast to the above article in terms of the principles of Leadership it espouses. One particular component of Kotter’s model comes screaming out from the interview and repeatedly so. What is it? Unlike Summers, President Faust appears to see the value of this component in her efforts to achieve yet another attribute. What is that one? The article is also of interest insofar as it focuses, as the above article, on Leadership in a different type of business than we generally discuss in class. The article is of further interest in terms of the names it mentions as confidants and the source of much of President Faust’s advice. The latter would appear to good effect. It is interesting what name is not mentioned.)

SRIII-4 Fischer, D.H: “The River: Henry Knox and the Delaware Crossings,” Chapter in

Washington’s Crossing, Oxford University Press, 2004, pgs. 206-220. (Note: I found the last paragraph of this chapter inspiring – tears-in-the-eyes inspiring! The chapter, per se, does not, in any specific sentence or paragraph, explicate why the men, an “army of farmers and fishermen,” “shared “a feeling of elation,” although it overall conveys why that was the case and the role of two critical people, among many others, enabling it to be the case. “Alignment,” the barges secured and delivered on time, also figured prominently in the outcome. The chapter demonstrates what people can accomplish even against overwhelming odds when inspired and monumental consequences can result. Remember: “more than a few were without shoes” [think of it!] and “the snow…was tinged with blood from the feet of the men.” Leadership, when present evidences itself everywhere and its importance cannot be underestimated. We will encounter later in the course a Leadership style

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associated with this “elation,” a Leadership style contrasting with another that made all the difference. For what it is worth, Henry Knox, a Harvard graduate, ran a book store in Boston before the war. He went to the same high school I did.)

SRIII-5 Keller, B: “Mandela and Obama” New York Times, June 30, 2013, pg. 11SR.

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Week IV–Leadership Session#7 January 25, 2017 6:00 - 7:30 pm

Topics: The Elements of Leadership – II:

Weekly Wall Street Journal Leadership Presentation The Elements of Leadership – I (Cont’d)_

Weekly Wall Street Journal Leadership Presentation – Week IV Team

Regarding the Importance of Presentations and Doing Them Well:

IV-7-1 Tim Geithner, former US Secretary of the Treasury: Excerpt from “Stress Test: Reflections on Financial Crises” as cited in Lewis, M.: “The Hot Seat,” New York Times, May 25, 2014. Pg. BR1 (“I had always been a backstage guy,” Geithner writes by way of general explanation, but referring specifically to his first, spectacularly unsuccessful, public speech as Treasury secretary. “I had spent my career behind the scenes. Ever since high school, I had dreaded public speaking. . . . I swayed back and forth, like an unhappy passenger on an unsteady ship. I kept peering around the teleprompter to look directly at the audience, which apparently made me look shifty; one commentator said I looked like a shoplifter. My voice wavered. I tried to sound forceful, but I just sounded like someone trying to sound forceful.”) (Note: One of my goals in this exercise is to enable you to surmount the Geithner experience with style and substance.)

IV-7- 2 Delves Broughton, P: “On Stage, Terrified,” Book review of: Berkun, S: Confessions

of a Public Speaker, Wall Street Journal, November 25, 2009, pg. A17. (Note: This review by a talented and increasingly widely-published Harvard Business School graduate nicely highlights the anxiety associated with public speaking (par. 3, sent. #1) and ways to both overcome that anxiety and enhance one’s speaking skills and impact.)

IV-7-3 Gallo, C: “The 10 Worst Presentation Habits,” Business Week Online, March 1, 2006

IV-7-4 Deutsch, C: "At Lunch with Kevin R. Daley: It's Not What You Say, But How It Sounds," The New York Times, September 7, 2003, pg. BU10.

IV-7-5 Rosett, C: "TV: The New Washington Order," The Wall Street Journal, December

31, 2001, pg. A7. (Note: Unobtrusively woven into this possibly overly hero- worshipping, if not sycophantic, article [I also don’t get the “hunk” and “geriatric set” stuff] of a “now effective presenter” are a number important attributes of effective presenting: “talk…straight;” “spell out in plain language;” “humor;” “civility;” and “actually deal with the problem.” I wrote the above “now effective presenter” because, according to another article previously but not currently

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included in the readings, when Evanston’s own Rumsfeld first ran for office in our district, he was terrified of public speaking, spoke in a mumble, and had to be encouraged by his friends to even speak. What a transformation! The answer: practice, practice, practice! Needless to say, time has not been kind to a number of the good Secretary’s pronouncements.)

IV-7-6 Alford, H: “Ahem, Ummm, Well…” New York Times, December 21, 2013, Pg. E1. (Note: This article was published prominently in the New York Times and was significant in that the New York Times rarely publishes an article on “public speaking” (Article III-5-4 above not withstanding – ten years earlier!) and therein was worth a close look in and of itself. The article is overwritten with hyperbolic language and arcane references some of which I have no clue as to their meaning. It is, however, well worth reading because of: 1) its testimonial to the “universal” fear of public speaking; 2) its description of “Toastmasters;” its rationale, mechanics, and tools (some appear to work!); and 3) the odyssey of the author and his positive experience with Toastmasters. Over the years of this course, I have had a number of students who have participated in Toastmasters and praised its effectiveness as well as a number of students who, in their “One-on-Ones,” have stated their intent to join Toastmasters. Further, I have two Toastmaster stories I would enjoy sharing with you. In summary, an article well worth reading and, that despite its linguisticoverkill, has a number of very funny lines. I also like the upbeat ending and the citation of the 102 year old’s reaction to the author’s speech as a criterion of success.)

IV-7-7 Stone, N.: “The Fṻhrer in the Making.” Review of Book: “Hitler’s First War,”

Weber, T, Oxford University Press, 2010; Wall Street Journal, October 30-31, 2010, pg. C8. (Note: It is with obvious reluctance, ambivalence, and diffidence that I include this reading in the course. I do so, after much thought, however, because it vividly reinforces one of the key emphases of the course: the importance of public speaking. I had often wondered how Hitler rose to power? How did he begin? There it is in paragraph #5! Basically a non-entity in the post-war army, he was assigned “to monitor a meeting of the obscure German Workers’ Party soon to be renamed the National Socialist German Workers’ Party. Hitler was deeply impressed …and joined within a week. He also found that he was a tremendously effective public speaker.…Desperate Germans were soon paying to hear Hitler speak, and as the party’s chief source of revenue, he took over the leadership.” Sad as it is, there could not be a more powerful, if tragic, example of the importance of, and the power of, presenting.)

The Elements of Leadership – I (Cont’d)_

Please reread and reflect upon the articles from Week II, particularly those toward the end of the session.

Supplemental Reading:

SRIV-7-1 Goleman, D. et al: " Primal Leadership: The Hidden Driver of Performance,"

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CP #3 Harvard Business Review, December, 2001, pg. 42-51 (Note: I had debated quite extensively whether to move this article from the Required Reading to Supplemental Reading. Paragraph 2, however, is so powerful in stressing: “the importance of the leader’s mood and its attendant behaviors,” in and of themselves, and as a “drive[r]” of “the moods and behaviors of everyone else,” that I have left the article in the Required Readings. It strongly and consistently reinforces the thrust of what we discussed regarding the Kotter model and the importance of “Inspiration,” among many other attributes of the leaders’ “emotional style.” I had to function for years under a Manager/(?)Leader for whom the paragraph could have been specifically written. It was a horrible experience and incredibly demoralizing. The article could also fit beautifully in our upcoming “Toxic Boss” session. It even uses the word “toxic” in the same second paragraph. This article comes late in our list of readings for the opening sessions and we often do not get to it in our discussion. It is, however, very worthy of your attention.)

SRIV-7-2 Byrne, J: “Leaders are Made, Not Born,” Book Review of Geeks & Geezers by W. Bennis & R. Thomas, Business Week, February 17, 2003, pg. 16. (Note: This article is well worth reading. It summarizes a body of research of one of the nation’s leading academic authorities on Leadership, Warren Bennis of the University of Southern California. Morty may well mention him in his presentation and you will encounter him again later in the course in the session on Jack Welch/Steve Jobs. The article both reinforces basic principles of the course with its emphasis on the “four essential qualities that allow someone to remain [a leader],” e.g. “engage others through a common vision and “compelling voice that communicates one’s conviction,” and extends those principles with the concepts of “adaptive capacity,” “sense of integrity (certainly implicit in all we have been discussing), and the “crucible.” I’m not sure that the dramatic case cited as the first example of a “crucible” helps that much or even the second. The former is too extreme. One mightargue that individuals bring to a “crucible” situation the powers/properties that enable them to succeed in it and grow from it. Indeed, growth in Leadership might be viewed as success in a series of “crucible” situations, and even failure in one or two. Years of interacting with the students in this course’s “One-on- Ones” testify to the validity of this notion. Therein, I very much like the Jack Welch concept, “building block by building block,” that we will encounter later in the course. I found the thoughts in the second to last paragraph particularly appealing: “it’s striking, too, that the authors found their geezers sharing what they believed to be a critical trait – the sense of possibility and wonder more often associated with childhood. ‘Unlike those defeated by time and age, our geezers have remained much like our geeks – open, willing to take risks, hungry for knowledge and experience, courageous, [and] eager to see what the new day brings’.” Any of that sound familiar? Right on!)

SRIV-7-3 Price, D: “The Art of Being a New Executive,” The Wall Street Journal, January 18,

2005, pg. D9. (Note: This article focuses principally on offering suggestions to newly appointed CEOs to enhance their job performance in their first 100 days. The lessons described, in my opinion, are far more broadly applicable to any manager/leader assuming any new position. There are many thoughtful suggestions in the article. I highly recommend it.)

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SRIV-7-4 Trachtenenberg, J: “If You Win the Top Job, Don’t Imitate Others;

Play to Your Strengths,” The Wall Street Journal, January 18, 2005, pg. B1.

SRIV-7-5 Granoff, J: “Ask for What You Want,” New York Times, July 19, 2009. (Note: This

article initially reads like a laundry list: “I grew up…;I did this; I did that.” In Paragraph 7, however, it begins to make an important point(s) regarding career development and career advancement. To the best of my knowledge, the points are not made in any other readings, hence, I have kept this in the Required Reading. I also liked: “she was great at Sending notes of appreciation. I still have them.” I still have many that I have received over the years. I treasure them. They are worth their weight in gold. They are well-worth the time it takes to send them.)

SRIV-7-6 Litsky, F: “Ollie Matson, an All-Purpose Football Star, is Dead at 80,” New York

Times, February 20, 2011, pg. B7. (Note: There are many instances of Leadership, implicit and explicit, throughout this fascinating obituary about a triumphant life. Especially impactful to me, however, was the last word in the entire obituary. It demonstrates that Leadership can be expressed in many ways, again implicit and explicit, especially in a case like this where one is not in an explicit position of power. It nicely goes to show Leadership expressed by influence as opposed to that potentially conveyed by virtue of holding a position of power – regretfully many in such latter positions never demonstrating Leadership. Leadership by influence is an important topic and one that many of the students in this course aspire to. This is a nice article with which to end this session.)

SRIV-7-7 Bryant, A: “Build a Culture on Trust and Respect,” New York Times, October 3,

2015, pg. BU2. Reprise of II-9. SRIV-7-8 Heifetz, R.A. and Laurie, D.L: "The Work of Leadership," Harvard Business

Review, December, 2001, pg. 131-140. SRIV-7-9 Guliani, R: “Leadership,” Miramax Books, Hyperion, New York, NY, 2002

SRIV-7-10 George, W: “Authentic Leadership,” 2003

SRIV-7-11 Fischer, D. H: “Washington’s Crossing,” Oxford University Press, NY, NY, 2004. SRIV-7-12 Murray, A: “The End of Management,” Wall Street Journal, August 21-22, 2010,

pg. W3.(Note: This somewhat pretentious article, summarizing some of the high points of “The Wall Street Journal Essential Guide to Management,” implicitly provides a historical perspective reinforcing, in my opinion, the importance of Zaleznik and Kotter. Murray keeps talking about the need for a “new model” without, from my perspective, explaining what it is. The article is significant in its lack of the use of a certain word which is what, I believe, he is driving at without realizing it. What might that word be?)

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SRIV-7-13 Goleman, D. and Boyatzis, R: “Social Intelligence and the Biology of Leadership,” Harvard Business Review, September 12, 2008. (Note: This article was included in the Required Reading for the first three and half years after it was published. I included it because it was the first article I had encountered pointing out the direct relationship between people’s health and good Leadership. [I had actually wanted to write such an article myself !] The article, however, is quite mediocre and, in the interest of keeping the Required Reading something approaching manageable, I have moved it to the Supplemental Reading. I will cite the article in my lecture and if you were to be interested, you may access it at your pleasure. )

SRIV-7-14 Pompei, D: “Patriots’ Aim: To Win at Small Costs,” Chicago Tribune, November

6, 2007, pg. 4-3. (Note: In addition to demonstrating the power of culture contributing to a winning team, the article, I believe, demonstrates the instantiation of one of Kotter’s Components of Leadership. This component contributes to the winning culture and, in fact, the winning culture might derive from it. What might it be? This article focuses on one team at one particular period of time – it would be hard to believe the attribute of that team could not be found in other consistent winners – or in this case, recent “near-winners.”)

SRIV-7-15 Rhoden, W.C: “No Time Like the Present for Boston Fans,” New York Times,

October 23, 2007, Pg. C14 YT. (Note: Talk about an article being out-of-date! – and a source of deep pain!! I have retained it in the “Supplemental Readings” however, because it is nice little piece of testimony as to how inspiration and energizing translate into behavior and productivity gains. The article is also an unobtrusive affirmation of the importance of sports in our society and illustrates why cities go so far to get and/or retain professional teams.)

SRIV-7-16 Morgenson, G: “Remember When Ken Lay Was a Genius?” The New York Times, January 16, 2005, Sect. 3, 1.

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Week IV – Leadership Session #8 January 24, 2017 7:45 - 9:00 pm

Topic: The Elements of Leadership - II

Leadership Styles

Required Reading:

IV-8-1 Goleman, D: "Leadership That Gets Results," Harvard Business Review, CP #4 March/April 2000, pg. 78-90. (Note: A classic that sets forth a typology of Leadership

styles that has stood the test of time and been widely adopted. The names of three of the styles have been updated – from my perspective, unnecessarily, if not regretfully. I will share the new names with you.)

IV-8-2 Goleman, D. et al: " Primal Leadership: The Hidden Driver of Performance, CP #3 "Harvard Business Review, December, 2001, pg. 42-51 (Note: This article,

with its emphasis on “emotional style” is quite relevant to, and reinforcing of, this week’s material.) (Reprise: III-5-5,Week III, Session #5, October 8, 2013.)

IV-8-3 Hilsenrath, J: “Next Fed Chief’s Big Test,” Wall Street Journal, August 19, 2013, pg. A2

(Note: I include this at-the-time, important article because of one sentence – and to demonstrate the extent to which the sentence had major implications for a critically important American fiscal policy position. The sentence is: “Leadership style is especially important now.” What style did/does the principal focus of the article embody? What style might he do well to incorporate more into his daily modus operandi?)

IV-8-4 Haddon, H: “Management Style in the Spotlight,” Wall Street Journal, January 10, 2014,

pg A2. (Note: The best thing about this article is its title. It could not be more spot-on demonstrating the importance of the topic being addressed in this session. Given the return of our good friend, Larry Summers, to our “Leadership Styles” session (see III-6-3 above), I couldn’t pass up the opportunity to include his fellow traveler, Chris Christie, a gentleman very much in the news because of his management style. I approached the article expecting I would see vivid textual evidence of a coercive style, but didn’t see as much as I had expected. Emphasis on “atmosphere of tight control,” “administration known for its discipline,” “fostered a culture where this type of conduct was considered appropriate,” and “a very small group that he trusts” was interesting and, it would appear, consistent with a coercive style, if not “top-down” management. There was good evidence, I thought, in the third paragraph of a pacesetter style (not all politicians are – think of Ronald Reagan!) I found Christie’s statement, “I am not a bully,” terrific. Right out of Nixon: “I am not a crook!”)

IV-8-5 Fischer, D.H: “Two Councils: A Pride of Lions, A Cunning of Foxes,” Chapter

CP #5 in Washington’s Crossing, Oxford University Press, 2004, pgs. Pgs. 308-323. (Note: A

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throwback to an earlier time illustrating the differences between a coercive style and an affiliative/democratic one and its ultimate, and incredibly significant, historic and global implications. In his March 19-20, 2011, Wall Street Journal “Masterpiece”, analysis and adulation of Thomas Sully’s 1819 masterwork “Passage of the Delaware,” Patrick Walsh wrote:

“Washington’s surprise crossing of the Delaware and capture of a Hessian army at Trenton saved the American Revolution. After the British surrender at Yorktown, VA., in 1781, Washington invited the defeated Charles Cornwallis to dine with him. Gen. Cornwallis saluted Washington with a toast: “When the illustrious part that your Excellency has borne in this long and arduous contest becomes a matter of history, families will gather your brightest laurels rather from the banks of the Delaware than from those of the Chesapeake.”

Despite a potential touch of sour grapes regarding the statement about “the banks … of the Chesapeake,” the quote is remarkable. Leadership styles are important, matter, and can have major impact. There is only one problem with Mr. Walsh’s account. I will explain in class.

IV-8-6 R. H. Scales: “War and Remembrance,” WSJ, February 8, 2011, pg. A13, Book Review of

“Known and Unknown,” by Donald Rumsfeld. (Note: I found the last three paragraphs of this review of Donald Rumsfeld’s long awaited autobiography absolutely fascinating and incredibly pertinent to both our “Leadership Styles” session and forthcoming “Toxic Boss” session. The parallels between it and the above reading: “Two Councils: A Pride of Lions, A Cunning of Foxes” are absolutely uncanny. I, and, I am sure, a zillion others, has long wondered why Lee did what he did at Gettysburg. The “Marble Man” – a term I had not encountered before – leadership style explains a lot. The resulting toxicity was sadly and palpably felt by many – in the extreme. One wonders how many CEOs are “Marble Men” whose toxic behavior results in negative outcomes not as visible as Cornwallis’s, Lee’s, or Rumsfeld’s but destructive nonetheless.)

IV-8-7 A Hinz, G.: “Time to Look in the Mirror, Mr. Mayor,” Chicago Business, December 7, 2015, pg 2 (Note: This thoughtful article implicitly, and accurately, describe a certain leadership style to our distinguished Mayor Emanuel. What is the style? I have a fascinating story to relate regarding Morty Schapiro, Mayor Emanuel and Mayor Bloomberg of New York City. The story further reinforces the style identified in the article. The article would suggest that ultimately this style catches up with one.)

IV-8-8 Akst, D: “Room at the Top, for Improvement”: Review of “The Transparent Leader” and

“Bad Leadership,” The Wall Street Journal, October 26, 2004, pg. D8. (Note: A nice Review demonstrating that not all Leadership is positive, identifying five varieties of negative Leadership.)

IV-8-9 Shellenbarger, S: “Not in Front of the Kids: Documenting the Emotional Toll of Parental Tension,” The Wall Street Journal,” June 23, 2005, pg. D1. (Note: I found the statement regarding the frequency of positive comments in successful marriages striking. What Leadership style does it support? )

IV-8-10 Marino, G: “Winning Gridiron Coach Says His Only Rule is Golden,” The Wall Street

Journal, December 10, 2003, pg. D8. (Note: Coach Gagliardi’s Leadership styles and

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methods of procedure are quite striking – and remarkably successful. Would they work in other settings? If so, why are they not more widely used? See the three articles below, relevant to an activity (business) much in the public eye at this time of year. Coach Gagliardi retired after the season 2012 season. His record in recent years was not as illustrious as earlier years but not bad. After 489 wins, he retired at 86. That is not too bad either! Interestingly enough, Denis McDonough, current Chief of Staff at the White House, played for Coach Gagliardi at St. John’s University)

Supplemental Readings:

Re: Contrasting Styles in a Pursuit Passionately Followed by Many: (Note: I have accumulated the following six articles about figures from an American pastime currently underway and “passionately followed by many.” Recent events suggest Coach Lovie Smith may actually have a pulse, therein, questioning the underlying thrust of the first article though I believe it is on target. Significantly missing is an article on Tom Coughlin. I am in search of one. If you are interested in the pastime, take a look at the articles because the principals are highly visible and worthy of discussion. If you are not interested in the pastime, please feel free to skip them.)

SRIV-8-1 Haugh, D: “Are the Bears Turning Smith Out: Loose the Cool, Turn Up the

Heat,” Chicago Tribune, September 22, 2008, Sect. 4, pg. 1. (Note: A slightly dated but sadly still highly relevant article about an individual who can never seem to acknowledge that he has a problem nor do anything creative to deal with it

SRIV-8-2 Dubow, J: “Singletary Livid After Dud of Coaching Debut,” Chicago Tribune, October 27, 2008, Sect. 2, Pg. 8. (Note: I prefer this style. Honest emotion can elicit positive responses even if it takes a little while.)

SRIII-6-3 Bishop, G: “Once-Banished 49ers Tight End Grabs Moment,” NYT, January 16,

2012, pg. D5-4. (Note: A follow-up to V-9. I guess it pays to get yelled at.) SRIV-8-4 Rhoden, W.C: “Carroll’s Charm Takes Seahawks Along for the Ride,” New York

Times, January 9, 2011, pg. SPY 3. (Note: From the perspective of Leadership and Leadership styles, there is a fair amount of super-fluidity in this article. There are, however, a few points worth noting in view of references to the above two articles. I have also seen Carroll in action and can add a note or two on this and its relevance to the articles in the course.)

SRIV-8-5 Battista, J: “Crennel’s Career Gains New Life as Chiefs Cling to Slim Playoff

Hope, New York Times, pg. B11. SRIV-8-6 Borzi, P: “After 489 Wins, Coach Chooses Retirement,” New York Times, November 20, 2012, pg B10.

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Week V- Leadership Session #9 January 31, 2017 6:00-7:30 pm

Topic: Weekly Wall Street Journal Leadership Presentation- Week V Team

The Elements of Leadership III: The Leadership Lessons(?) of Jack Welch and Steve Jobs

Note: The Goal of the Evening: The goal of the evening is to evaluate the extent to which

the careers, actions, and writings by, or about, two of the most highly regarded business leaders of the last 50 years reinforce, challenge, negate, or are indifferent to the concept(s) of Leadership we have discussed in class to date.

The Plan for the Evening: Following the Weekly WSJ Leadership Presentation and discussion, the evening will "open" with my playing a DVD of highlights of Jack Welch's initial visit to Kellogg immediately following the publication of"Jack: Straight from the Gut."

We will then discuss the DVD and the books, "Jack: Straight from The Gut," and "Steve Jobs." The discussion of the Welch DVD will perforce entail a discussion of the book, as will become apparent upon hearing the DVD.

When we discuss the two books, I want you to be specific as possible, citing page and paragraph, where the behaviors, statements etc. of the two individuals reinforce, challenge, or negate the Leadership concepts we have discussed in class.

There are a number of other readings in the session which we will incorporate into our discussion as appropriate.

It is important that those of you who have read the Welch book, read: "The Leadership Lessons of Steve Jobs" (V-10-7) and those who have read the Jobs book, read the "Jack on Jack" (V-10-3) interview and Warren Bennis, "Will the Legacy Live On" (V-10-4). It is important that the latter also be read by those reading the Welch book. For those who have read the Jobs book, "The Leadership Lessons ..."article is highly redundant and you need not read it. For those who have read the Welch book, the interview is also redundant but less so."

The individuals under discussion are important; dynamic; and each, in his way, fascinating. It should prove to be a very exciting evening.

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Part 1: A Session with Jack Welch

CEO Emeritus General Electric

Guest Faculty: Jack Welch

(Via DVD)

Required Reading: V-9-A Gellman, Lindsay: “First Jobs: When Jack Welch Teed Off on a Customer,” The Wall

Street Journal, June 15, 2016, pg. B5.

V-9- 1 Delves Broughton, P: "The Hard Work of Getting Ahead," Wall Street Journal, A Book Review of: "Talent is Overrated," (Author: G. Colvin) and" Who," (Authors: Smark, G and Street, R), October 29, 2008, pg. AIS. (Note: This book review, particularly in its latter parts, nicely and strongly reinforces one of the important points our guest faculty member will be making. What is it?)

V-9-2 Murray, A: "Supervising Success," Book Review of: "The Talent Masters" (Authors: B. Conaty and Charan, R.) WSJ, December 8, 2010, pg. A21. (Note: This book review also nicely and strongly reinforces a number of the important points our guest faculty member will be making as well as moving beyond him into a broader managerial/leadership context. My response to the question in the final sentence of the review is: "No!" There is plenty of room for new icons without having to disparage the lessons or value of previous ones.)

V-9 3 Bryant, A.: "If You Really Want Transparency, Replace the Wall With a Window," The New York Times, November 29, 2013, pg. B2. (Note: I am including this article in this session [it could go in many others] because of three words: "Confidence," "Energize," and "Passion," all of which are prominent, and significantly so, in the Welch DVD which you will see in class. There is also a very nice affirmation of the utility of the "affiliative style" in the seventh answer. Also note the appearance of the word "Empathy" in the last response. There is also nice affirmation of Kotter's stress on the importance of "Communication," big and small, and the achievement of alignment. I was also particularly struck by the sentence: "People told me: 'Dolf, you need to be strong.'" I have a wonderful anecdote relevant to that sentence growing out of this class that I would love to share with you. Please remind me to do so.)

V-9- 4 Watkins, M.D: "How Managers Become Leaders: The Seven Seismic Shifts of CP#6 Perspective and Responsibility," Harvard Business Review, June, 2012, pg. 65-

72. (Note: This is the article cited in Week II 4-2 as the Reverse Reprise. My concerns about the article notwithstanding, it fits nicely here reinforcing a number of the points that Welch makes- and effectively so.)

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Supplemental Reading:

SR V-9-1 Bernstein, R: "Winning the Business Game with a Few Basic Principles." Review of "Jack: Straight from the Gut," The New York Times, September 14, 2001, pg. D30Y. (Note: This is not a particularly insightful review. He seems, at times, to be critiquing a book that Welch didn’t write, wishing that he had done so. It is through this review, that I discovered the book Hence, it is included, at least in part, for the record. We will talk about the importance of Book Reviews through the course.

SR V-9-2 Deutsch, C: “With Its Stock Still Lackluster, G.E. Confronts the Curse of the Conglomerate,” The New York Times, August 16, 2006, pg. C5

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Week V – Leadership Session #10 January 31, 2017 7:45-9:00 pm

Topic: The Elements of Leadership- III (Cont'd)

An Analvsis of: 1) "Jack: Straight From the Gut" 2) The Tape, and Related Readings

3) "Steve Jobs"

To what extent do the above support, contradict, or are irrelevant to the Principles of Leadership discussed in this course to date?

Required Readings: Re: Relevant to "Jack and Straight from the Gut" et al.:

V-10-1 Kolhatkar, S. and Brady,D: "Jack Welch's Un-Retirement," Business Week, November 26, 2012, Pgs. 66-70. (Note: Here is the man himself-- in his most recent incarnation!! I am placing this recent article first because it provides a nice perspective on the book and subsequent developments which we will discuss in class. I believe Jack is all wet about "the Strange Jobs Report (SJR)" mentioned in the first paragraph. I included the original SJR article in last year's "Required Reading" and was planning to put it in this year's "Supplemental Reading" until this article came along and mentioned it so prominently in its opening paragraph. Accordingly, I am including that article below, along with its "Original Note," if you happen to be interested in it. Otherwise, consider it "Supplemental" as indicated. Again, I think he is off-base on this one, albeit quite entertainingly so. I found the article's tone of wonderment/bewilderment about the energy/activity level of Jack's "retirement" somewhat bewildering- as if "retirement" from one position implies setting up residence close to the local graveyard. The authors obviously don't know their man. Leadership doesn't stop with "retirement." The last sentence of the article captures it all.)

V-10-2 Welch, J.F: Jack: Straight From The Gut, Warner Business Books, 2001.

V-10-3 Collingwood, H. and Coutu, D: "Jack on Jack," Harvard Business Review, CP #7 February, 2002, pg. 3-8. (Note: This article reports the famous, if not infamous,

Harvard Business Review interview of Jack Welch. When it came out, I found it hilarious that not one but two men were assigned to conduct the interview. Why I

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felt that way, and subsequent developments, will emerge and be discussed in class.)

V-10-4 Bennis, W: "Will the Legacy Live On?" Harvard Business Review, February, CP #8 2002, pg. 95-99. V-10-5 Efati, A: "Google Seals Its Reputation for Minting Tech Executives," Wall

Street Journal, July 18, 2012, pg. B7.(New Note: I am reprising this article from Week II because of its affirmation ofGE's role in developing future leaders. It is nice to see knowledge reinforced from different sources. I am also including immediately below the "Original Note.") (Original Note: One of the finest examples that I have encountered of the instantiation of a culture of Leadership. Please note the reinforcement of the importance of/values of that culture in the interview of Dennis Crowley earlier in this session's readings. Further, please note the reference to GE in the article. It is a wonderful reinforcement of what is to come later in the course.) (Reprise: II-20, Week II, #20, Sessions #3 and #4, September 30, 2014)

Re: Relevant to: "Steve Jobs"

V-10-6 Isaacson, W: "Steve Jobs" Simon & Shuster, 2011

V-10-7 CP #9 Isaacson, W: "The Real Leadership Lessons of Steve Jobs," Harvard

Business Review, May, 2012. (Note: Compared to the book, this article is yesterday's oatmeal. It lacks the vibrancy and dynamism of the book, in spades. Nonetheless, it is well worth reading. It contains many valuable lessons which I will cite from the book where their context, and resulting impact, is more readily apparent. Jobs' has been lauded as the premier business executive of the 21st century. Regretfully, he did not live long enough to have that adulation both grounded more in real achievement and reinforced over time. He was a remarkable Leader and stands as a nice complement to Welch. I will make frequent references to Job's attributes as a Leader throughout the course. This is an excellent place for a summary discussion of them.)

Supplemental Reading: Articles: Relevant to “Jack: Straight from the Gut” et al: SR V-10-1 Saxon, W: "Reginald Harold Jones, 86, Dies; Led General Electric," The New

York Times, January 2, 2004, pg. Al5. (Note: On balance, over the years, I have found obituaries to be a remarkable and valuable source of information. Here is the gentleman who chose Welch to be CEO of G.E. The contrast in styles makes Mr. Jones' choice even more inspired.

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The "Welch Legacy" - Part 1:

(Note: The following seven articles highlight a number of aspects of the "Welch Legacy" after he retired from G.B., most specifically on the performance of those whom he "trained.")

SR V-10-2 “The Welch Legacy,” Business Week, January 13, 2003, pg. 92

SR V-10-3 Hymowitz, C: “Home Depot’s CEO Led a Revolution, But Left Some Behind,” The

Wall Street Journal, March 16, 2004, pg. B1.

SR V-10-4 Jones, D: "Grading GE's Dream Team Five Years Later," USA Today, September 8, 2006, pg. lB. (Note: This article could also have been put in "The 'Welch Legacy'- Part II" with its concluding emphasis on Immelt. It fits nicely here, however, and provides a nice link to the article immediately below.)

SR V-10-5 Deutsch, C.H: "GE Magic Can Fade, After G.B.," New York Times, January 4, 2007.

(Note: Needless to say, there were some changes in the four months after the above article was written and for very good reasons, suggested in the above article and nailed in this one. I am not sure that generalizing Nardelli's management style [coercive] to other GE executives is appropriate. In fact, there is a lot of evidence to suggest it is not, e.g. Immelt. Welch !mew what he was doing in not appointing Nardelli as his successor.)

SR V-10-6 Vara, V: “After GE,” Wall Street Journal, April 16, 2007, pg. R3.

SR V-10-7 Maher, K: "The Jungle: Focus on Recruitment, Pay and Getting Ahead," The Wall Street Journal, November 11, 2003, pg. BlO. (Note: In this instance, the legacy is not an individual but an idea. A nice affirmation of a strong point in "The Tape" and "The Book.")

SR V-10-8

Kamp, F:"Medtronic Picks GE Executive," WSJ, May 12,2011, pg. Bll. (Note: At the risk of gilding the lily, here is another CEO product from G.B. Note that he held at GE he same position as Jeffimmelt. I honestly believe there is something to the "Welch Legacy." There are many others in addition to Mr. Ishrak.)

More on Jack: After the Book and "The Interview" And, In Part, Because of the Latter: (Note: The following six articles highlight the ups and downs of Welch's personal life and professional accomplishments after leaving G.B. As with the articles in the previous section, review these articles quickly, as we will not discuss anyone of them individually in class but we refer to them and their content.)

SR V-10-9 Bandler, J: "Harvard Editor's Deal Further Irks Review Staffers," The Wall Street

Journal, March 11, 2002, pg. B 1.

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SR V-10-10 Fabrikant, G: "Welches Reach Divorce Settlement," The New York Times, July 4, 2003, pg. C2.

SR V-10-11 Lindgren, H: “Welch Makes Another Major Book Deal,” The New York Time, February 4, 2004, pg. C1. SR V-10-12 “Life After GE? And How,” Business Week, March 8, 2004, pg. 76-78. SR V-10-13 Ozment, K: “Crazy in Love,” Boston, June, 2004, pg. 129-134. SR V-10-14 Ingrassia, P: “The Right Stuff,” Review of Welch, J. and Welch, S: “Winning”

The Wall Street Journal, April 8, 2005, pg. A6

SR V-10-15 Welch, J: “I Was Right about the Strange Jobs Report," Wall Street Journal, October 10,2012, pg. AlO. (Original Note- Fall, 2012: Our distinguished guest faculty member is, for better or for worse, once more in the news. His tweeting and pronouncements about the recent Jobs report attracted considerable attention. To which, he responded with this Op-Ed article in last Wednesday's Wall Street Journal- which, in turn, has generated even more discussion. Given the immediacy of the issue and the immediacy of his appearance in our class, I thought I would share this article with you.)

The "Welch Legacy"- Part II: Jeff lmmelt and GE:

(Note: The following four articles focus, for the most part, on the individual whom Welch chose to succeed him at G.E. and the performance of the corporation. Read them with an eye toward Welch's statements as to why he chose Immelt and the extent to which the choice and subsequent performance are consistent with the principles Welch set forward in his book and in his Kellogg appearance.)

SR V-10-16 Laing, J. R: “Jack’s Magic,” Barron’s, December 26, 2005, pg. 17-18.

SR V-10-17 Nocera, J: "Running G.E, Comfortable in His Skin," New York Times, June 9, 2007, pg. B 1. SR V-10-18 Williamson, E. & Meckler, L: "President Tries the G.E. Way: Obama's Pick

of CEO Immelt to Advise on Job Creation Squares a Political Circle," WSJ, January 22-23, 2011, pg. A4.

SR V-10-19 Lohr, S:"Finance Business Helps Lift GE Profits by 6% but Revenue Falls Short, NYT, January 21,2012, pg. B3.

Additional Articles Relevant to Other Notable CEOs:

(Note: The seven articles below regarding other American CEOs, many contemporaries of Jack Welch, have appeared over the years of my teaching this course and were of sufficient interest to include in the week dealing with Welch, by way of contrast/ reinforcement. The article about Fiorina is substantive and worthy of your time. You may view the rest as dessert following the entre of the earlier readings.)

SR V-10-20 Tedlow, R.S: "What Titans Can Teach Us," Harvard Business Review,

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December 2001, pg. 70-79. SR V-10-21 Ingrassia: "Genius on Wheels," Book Review: Sloan Rules, The Wall Street

Journal, January 7, 2003, pg. D8. (Note: A perspective on Prof. Bennis' choice of the leading CEO of the first half of the 20" century.)

SR V-10-21 Shiflett, D: "All-American Burgher, Wall Street Journal, January 11,

2002, Editorial Page Al0. SR V-10-22 Pace, E: "Stanley Marcus, the Retailer is Dead at 96," The New York Times,

January 23, 2002, pg. A20 YNE.

SR V-10-23 Gold, S: "The Eisner Effect," Wall Street Journal, February 20, 2004, pg. Al4. SR V-10-24 Karlgaard, R: "Carly Fiorina's Seven Deadly Sins," Wall Street Journal,

February 11, 2005, pg. A10. (Note: This article also appears in our "Toxic Boss" session as well as "Leadership and Gender." The great majority of "The Seven Deadly Sins" relate to poor Leadership rather than toxicity per se, hence, the article is included here. There are a number of important lessons in the article. It is well worth reading.)

SR V-10-25 Brandt, R: "Birth of a Salesman," Wall Street Journal, October 15-16, 2011, pg. C1 (Note:The title of this article does not do justice to its subject, Jeff Bezos, founder and CEO of Amazon. com. It is well worth reading.)

Additional Articles: SR V-10-26 Arndt, M: "3M: A Lab for Growth?" Business Week, January 21, 2002, pg.

50-51. SR V-10-27 Shepard, S: "A Talk with Jeffimmelt," Business Week, January 28, 2002,pg. 102-104.

SR V-10-28 Kranhold, K. and Silverman, R: "GE's Earnings Fall21% on Big Charge at

Unit," The New York Times, January 20, 2003, pg. A2.

SR V-10-29 Deutsch, C: "G.E. Earnings Decline 11%; Key Product Lines Sluggish," The New York Times, October 11,2003, pg. Bl.

SR V-10-30 Goodnough, A: "Executive Who Saved G.E. Is to Train School Principals, "The New

York Times, January 14, 2003, pg. A28.

SR V-10-31 Bloomberg News: "G.E. Earnings Up 47%, Aided by Insurance Unit and More

Industrial Orders," The New York Times, January 17, 2004, pg. B14 SR V-10-32 Dash, E: "G.E. Expects Profit Rise of Up to 17% Next Year," The New York

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Times, December 15, 2004, pg. C4.

SR V-10-33 Sechler, B: "GE Profit Rises as Sales Gains Return," Wall Street Journal, January 22-23, 2011,pg. B3

SR V-10-34 Hausser, C: “G.E. Posits Earnings that Exceed Forecasts and Raises Divedend,” The New York Times, April 22, 2011

SR V-10-35 Tedlow, R.S: "What Titans Can Teach Us," Harvard Business Review,

December 2001, pg. 70-79. Books : SB V-1 Sloan, A, P: "My Life with General Motors," 1964, paperback.

SB V--2 Bossidy, L and Charan, R: "Execution: The Discipline of Getting Things Done," Crown Business, New York, NY, 2002 (ISBN: 0-609-610-57-0)

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Week VI – Leadership Session #11 February 7, 2017 6:00 – 7:30 pm

Topic: “Meet The Prez:” A Perspective on Leadership

Guest Faculty: Morty O. Schapiro, Ph.D. President Northwestern University

Professor of Strategy Kellogg School of Management

Professor of Economics Weinberg College of Arts and Sciences

Professor of Human Development and Social Policy School of Education and Social Policy

Required Reading:

Some Background: Personal and Professional and an Example of Leadership in Action:

VI-11-1 Pridmore, J: “Meet the Prez,” “Northwestern,” Spring 2010, pgs. 15-18.

VI -11-2 Pridmore, J: “Sporty Morty,” “Northwestern,” Spring 2010, pg. 19.

VI -11-3 Glassner, B. and Schapiro, M: “Leadership Tips for College Presidents and CEOs,” The New York Times, April 29, 2014. (Note: A fantastically insightful and useful perspective on a number of strategies to enhance one’s Leadership effectiveness by none other than our Prez himself. Read it and adopt its strategies. They could prove to be enormously helpful and valuable in the short term and over the long haul.)

VI -11-3A Schapiro, Morton: “The New Face of Campus Unrest,” The Wall Street

Journal, March 18, 2015. VI -11-4 Schapiro, M: “New Year’s Wishes.” Letter to: “Members of the Northwestern

Community,”Northwestern University, December 28, 2012. (Note: I found this letter exhilarating. It embodies many of the components of Leadership and a number of the Leadership styles that we will discuss later in class. When I received it, I emailed Morty to say: “Great letter!” Some of you may have received it. I wanted all of you to have it prior to Morty’s coming.)

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Some Readings to Show the Range of Morty’s Active Interests and On-Going Academic Pursuits:

VI -11-5 Morson, G. and Schapiro, M: “The Fabulous Future? America and the World in

2040,” Part Four: Education, Communication, and Society; Chapter 10: The Future of Higher Education in the United States (and the World), September, 2013.

VI -11-6 Glassner, B. & Schapiro, M: “Commentary: At Homecomings and Reunions, Life

Marches By,” October 7, 2013. (Note: Some thoughts about students after they leave. I thought the third to the last paragraph [“Colleges are…”] was emotionally powerful and right on the money – capturing, among other things, the essence of “the business we are in.”)

VI -11-7 Nurnberg, P, Schapiro, M, & Zimmerman, D: “Students Choosing Colleges:

Understanding the Matriculation Decision at a Highly Selective Private Institution” Economics of Education Review, July 2, 2011.

VII -7-8 Figlio, D, Schapiro, M, and Soter, K: “Are Tenure Track Professors Better

Teachers?” National Bureau of Economic Research, Working Paper #19406, September, 2013.

VI -11-9 Bryant, A, “Be Passionate, Yes, but Always Have Compassion”, New York

Times, October 6, 2013, Pg. 2-BU-Y.Corner Office: Interview of Michael Gould, Chief Executive of Bloomingdales. (Note: In reading this article, I found myself repeatedly reflecting on Morty’s comments from the previous quarter’s class as well as his many prior presentations. As I wrote in my original “Note” (see below), I found the reinforcement of Morty’s comments “striking.” I am accordingly “Reprising” it here. “Original Note:” This article, an interview with a highly successful retailer, is one of the strongest endorsements of the model(s) of Leadership that we are advancing in this course. It hits on all cylinders. Take a look at Paragraph 3 in terms of its affirmation of: the last paragraph of the Parker article, at least two of the principles of Kotter’s model, and a whole lot more. The reinforcement it provides to what President Schapiro will say in two weeks is striking. Further, the affirmation in the second to the last paragraph of Goal #5 of this course [pg. 1] is additionally striking.) (Reprise: II-16, Week II Session # 3&4, September 30, 2014)

VI -11-10 Goleman, D: “Rich People Just Care Less”, New York Times, October 6, 2013, Pg.

SR12. (Note: Morty was the first to call my attention to “Empathy” and powerfully so. The extension of the concept from interpersonal relations to the broader political economy is significant. I believe it explains a lot. I have assigned this reading in my “Health Policy” class and I wanted to share it with you. The fact that it is written by our good friend, Daniel, only heightens its interest. The original New York Times article was datelined “Martha’s Vineyard.” I loved it! How empathetic!)

Supplemental Readings:

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SRVI-1 Glassner, B. & Schapiro, M: “Give Colleges More Credit,” Los Angeles Times, July 3, 2012.

SRVI-2 Glassner, B. & Schapiro, M: “Grounding the Helicopter Parent,” The Washington Post, August 24, 2012. (Note: Some thoughts on the undergraduate experience – and that of some of their parents -- while the students are here.)

SRVI-3 Nurnberg, P, Schapiro, M, & Zimmerman, D: “Educational ‘Goodwill,’ Measuring the Intangible Assets at Highly Selective Private Colleges and Universities,” Abstract, National Bureau of Economic Research, Working Paper #17412, September, 2011

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Week VI – Leadership Session #12 February 7, 2017 7:45 – 9:00 pm

Topic: Weekly Wall Street Journal Leadership Presentation – Week IV Team

Discussion

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Week VII Leadership Sessions #13 & #14 February 14, 2017 6:00-7:30 pm 7:40-8:30 pm Topic: Weekly Wall Street Journal Leadership Presentation – Week VI Team

“Value-Based Leadership”

Guest Faculty: Harry Kraemer

Formerly Chairman and CEO Baxter International, Inc. Deerfield, IL

Executive Partner Madison Dearborn Partners LLC Chicago, IL

Clinical Professor, Department of Strategy Kellogg School of Management

Required Reading: Regarding Leadership in General and Harry:

VII-1 Arndt, M: "How Does Harry Do It?" Business Week, July 22, 2002, pg. 66-67.

VII-2 Kraemer, H.M: “What is This Thing Called CEO Leadership,” Directors & Boards,

4th Quarter, 2007, pg. 24-28.

VII-3 Kraemer, H.: “The Leadership Principle That Makes CEOs Cry,” Directors & Boards,

Third Quarter, 2015, pg. 14. (Note: The man himself! With one of his central messages—this time in print. Go to it! “Genuine humility” is a central principle of Prof. Kraemer’s presentation. Here is a nice hors d’oeuvre for that!)

Suggested Reading:

SRVII-1 Kraemer, H.M: “From Values to Action: The Four Principles of Values-Based Leadership,” Wiley, John and Sons, Inc., April 19, 2011, ISBN:-13 9780470881255. (Note: I originally invited Harry to present this session on: “Leadership in Crisis/Leadership and Ethics” in the winter of 2002, the first year of the course, because he was right in the middle of dealing with the crisis associated with the

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negative health outcomes caused by Baxter’s dialysis coils. I accumulated the readings in the “Leadership in Crisis” section during the crisis itself and its aftermath. Over the years, Harry’s interests and presentation have evolved to focus on the material presented in his book, “Values-Based Leadership,” and very positively so.

As a result, in his recent class presentations, both of the original topics became explicitly less central and progressively implicit. Accordingly, I have removed the readings for both of these topics from the “Required Readings” and converted them into “Supplemental Readings.” I am leaving the listing of both sections of these readings in the Syllabus pages below, however, in case you may wish to retrieve any of them on your own. The “Supplemental Readings” on “Leadership and Ethics” are given below the “Supplemental Readings” on “Leadership in Crisis” immediately below. Regarding Leadership and Crisis: Supplemental Readings:

SRVII-2 Japsen, B: "Baxter: Halt Use of Certain Dialyzers," The Chicago Tribune, October

16, 2001, pg. 3-1. SRVII-3 "Link Between Baxter Device, Deaths is Found," WSJ, November 5, 2001, pg. B11.

SRVII-4 "Baxter Faces Suit on Dialysis Deaths," NYT, November 14, 2001, pg. C7

SRVII-5 Burton, T: "Baxter Will Settle with Families of 10 Dialysis Patients Who Died," The Wall Street Journal, November 29, 2001, pg. B15.

SRVII-6 Klein, S.A: "Legal Eagles Eye Wounded Baxter," Crain's Chicago Business, November 26, 2001, pg. B15.

SRVII-7 Japsen, B: "Baxter Boss Emerges As Change Architect," The Chicago Tribune,

January 27, 2002, Sect. 5 pg 1. SRVII-8 Japsen, B: “Dialysis Deaths Prompt Baxter to Trim Execs’ Bonuses,”

Chicago Tribune, March 19, 2002, pg. 3-3.

a. Some Approaches to Leading in Crisis SRVII-9 Welch, J: “The Five Stages of Crisis–Management,” The Wall Street Journal,

September 14, 2005, pg. A20. (Note: Guess who is back?)

b. A Focus on Some Subsequent Events at Baxter

(Note: Five brief articles touching on aspects of Harry’s career subsequent to the crisis) SRVII-10 Japsen, B: “Baxter Shares Slip with Forecast,” Chicago Tribune, December 24,

2003, Sect. 3-1. SRVII-11 Japsen, B. and Miller, J.P: “Chief Stepping Down at Baxter,” Chicago Tribune,

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January 27, 2004, Sect. 3, pg. 1.

c. A Little Background on Madison Dearborn Partners

SRVII-12 Yerak, B: Madison Dearborn Founder Builds Team of Assets,” Chicago Tribune,

June 18, 2006, pg. 5-1. SRVII-13 Strahler, S: “Credit Mess Mires Nuveen’s Funds,” Crain’s Chicago Business,

October 13, 2008, pg. 1. SRVII-14 Marek, L: “Locavore’s Dilemma for Madison Dearborn,” Crain’s Chicago

Business, February 28, 2011, pg. Regarding Leadership and Ethics: Supplemental Readings:

(Note: As I mentioned above, in originally asking Harry to speak in the class, I also asked him to explicitly address “Leadership and Ethics.” This topic is now implicit in his remarks. I have, however, kept the following eight readings in the Syllabus for their intrinsic value. They are worth becoming familiar with.)

SRVII-15 Lencioni, P: "Make Your Values Mean Something," Harvard Business Review,

July, 2002, pg. 113-117. SRVII-16 Gellerman, S: "Why 'Good' Managers Make Bad Ethical Choices," Harvard

Business Review, July-August 1986, pg. 85-90. SRVII-17 "Business Ethics: Doing Well By Doing Good," The Economist, April 22, 2000, pg.

65-67. (Note: A well written but slightly lengthy article from the early days of the Ethics in Business movement – written from a European perspective. It makes a number of nice points and raises a number of key issues as relevant now as when the article was written.)

SRVII-18 Klein, S: "No Revised Lesson Plan at B-schools," Crain's Chicago Business,

February 11, 2002, pg. 1. (Note: An article, not the most earth shaking in history, like the three below, stimulated in part by the Enron crisis of a decade ago. There is at least one familiar name in the article, hence, its continued inclusion. I am not sure how the language would change if the article were printed today. I doubt very much but the question is worth some thought.)

SRVII-19 Bennis, W: "A Corporate Fear of Too Much Truth," The New York Times,

February 7, 2001, OpEd page. (Note: Again, not the most earth shaking of articles but the author, Warren Bennis, one of the luminaires of “Leadership” explication and education, is always worth reading. [See: “Will the legacy live on?” in the Jack Welch session.] The article raises a number of important points regarding Ethics in large organizations. The points made and the goals sought are familiar ones. It would be nice to be told more about how to achieve the goals.)

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SRVII-20 Editorial: “Time for CEOs to Stop Passing the Buck,” Crain’s Chicago Business, February 2, 2004, pg. 8. ( Note: An old friend resurfaces – and receives well deserved praise! An example of how to emerge from a difficult situation, a winner.)

SRVII-21 Hymowitz, C: “Should CEOs Tell Truth About Being in Trouble, Or Is That

Foolhardy?” The Wall Street Journal, February 15, 2005, pg. B1. (Note: An article again raising some critical issues about CEO behavior and corporate survival. “Honesty is the best policy.” The article stresses the precept but it is not as clear as one would like it to be on when and how it should be effectuated.)

SRVII-22 Karp, J: “Boeing Reports Loss Despite Orders,” Wall Street Journal, July 27, 2006, pg.

A2. (Note: A small example of a CEO of a large company “who has emphasized ethics and integrity” passing on a legal but ethically tainted short term gain for “long-term value of [the firm’s] reputation.” Please note that the CEO is one of Welch’s boys.)

Additional Supplemental Reading:

ASRVII-1 Dutton, J.E et al: "Leading in Times of Trauma," Harvard Business Review, January, 2002, pg. 55-63.

ASRVII-2 Yerak, B: “Madison Partners Get Boost in Funding,” Chicago Tribune, May 20, 2006, pg.

5-1. ASRVII-3 Badaracco, J: "We Don't Need Another Hero," Harvard Business Review, September,

2001, pg. 121-126. ASRVII-4 Yardley, J: "Author of Letter to Enron Chief is Called Tough," The New York Times,

January 16, 2002, pg. 1. ASRVII-5 Zellner et al: "A Hero--And A Smoking-Gun Letter," Business Week, January 28, 2002,

Pg. 34-35

Walker, J.: “Medical Technology Firms Branch Out,” Wall Street Journal, February 1, 2016, pg. C1.

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Week VIII Leadership Session #15 & #16 February 21, 2017 6:00-7:30 pm 7:45-8:30 pm

Topic: Leadership in Starting and Building a Firm

Weekly Wall Street Journal Leadership Presentation-Week V Team

Guest Faculty:

Weekly Wall Street Journal Leadership Presentation Team VIII:

Required Reading:

News of One of Our Own!: VIII-1 Harris, M.: “Loftus Launches Media Company,” Chicago Tribune,

February 9, 2014 pg. 2:2 Note: (Way to go, Nicole!)

Ongoing Readings: Note: The first of the articles below deals, for the most part, with firms larger than those we will be discussing this evening. It does, however,

Danielle Dy Buncio, MBA ‘12Co-Founder & CEO VIATechnik Chicago, IL danielle@viatechnik.com 312-884-1120

Sach Chitnis, MBA ‘04Co-Founder and Managing Partner Jump Capital Chicago, IL sach@jumpcap.com 312-498-5416

Jonathan Miller, MBA ‘08Founder & CEO Element Bars Chicago, IL jonathan.miller@elementbars.com Dickerson Wright, PE Founder, Chairman & CEO NV5, Inc. San Diego, CA dickerson.wright@nv5.com

Candice Stewart, MBA ‘15Founder & CEO Sewn In the USA Chicago, IL candice-stewart@kellogg.northwestern.edu 757-784-1747

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contain leadership/managerial lessons pertinent to all firms. I thought you might find them valuable.

VIII-2 Bryant, A: “Corner Office: Jed Yueh: Don’t Be Technically Right But Management Wrong,” New York Times, June 28, 2013, pg. B2. (Note: A nice set of Leadership challenges and lessons in starting and building a firm(s), in this case, a high tech firm(s) in Silicon Valley. VIII-3 Wasserman, N: “How an Entrepreneur’s Passion Can Destroy a Startup,” The Wall Street Journal, August 25, 2014, pg. R1 VIII-4 Haislip, B: “The Biggest Mistakes Entrepreneurs Make,” The Wall Street Journal, August 25, 2014, pg. R2 VIII-5 Meyer, A: "Founders Who Let Go More Likely to Succeed," Chicago Tribune, February 24, 2003, Sect.4, pg. 3. (Note: A Leadership lesson in startup firms scaling up, a lesson to be reiterated in a number of the subsequent articles.) VIII-6 Bryant, A: “Corner Office: Steve Case: When Attackers Become Defenders, Innovation is Lost,” New York Times, May 3, 2013, pg. BU-

2Y. (Note: A number of Leadership lessons in starting and growing a firm from a well-known, CEO, harking back to, and reinforcing, among others, some of the principal lessons from earlier sessions.)

VIII-7 Bryant, A: “Corner Office: Jeremy Allaire: How to Shape the DNA of a Young Company,” New York Times, January 23, 2011, pg.2 BU-Y. (Note: A very good perspective on the challenges of starting a firm – especially, as above, the necessity and importance of hiring good people, what to look for in doing so, and the consequences of not doing so. Also, a nice perspective on how to maintain excellence and how to react when the going gets tough.) VIII-8 Bryant, A: “Corner Office: Hey, Rock Stars: Take Your Show Someplace Else,” NYT, January 30, 2011, pg. 2 BU-Y. (Note: A nice article, again, reinforcing the above articles on the importance of having the right people when starting a firm – Remember Welch: “It’s the people!” This article could also have been placed in the “Toxic Boss” session, if not broadly in the Kotter session. I had never encountered the term, “dismentor,” before (apparently made up by the interviewer on the spot; my term for what he is talking about is “Anti-Leader”). The “Don’t hire jerks, no matter how talented” is an admonition we will encounter also in that session as well as “the negative is always going to pull down any positive.” It is nice to see them reiterated and reinforced here, as well as to read: “Great ideas come

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from everywhere” – something that merits repeated emphasis. The emphasis in the last two paragraphs on “wanting a little bit of chaos” is a nice throwback to Zaleznik – again some good reinforcement.) VIII-9 Bryant, A. “Shifting Hats and Working in Small Teams.” The New York Times. February 23, 2013 p. 2-B-Y. (Note: Some very nice thoughts

successfully founding and growing a small company. The article reinforces strongly many of the themes specified in the above articles as

well as by Kotter and in Welch’s interview. I particularly like her emphasis on: “find people who are happy,” ... “balanced people who a have a sense of pleasure in their lives.” Right on! Note the exact words of Welch: “It’s all about “people,” “soul”, “passionate”, and “energetic.” The second half of the statement: “you won’t have a happy culture if

you don’t tap into what is really meaningful for them in life” could come right out of Kotter. The contrast of “entrepreneurial people” and “process-oriented people” introduced in the second half of the article is instructive as is Kanter’s view of teams and the value of working for both large and small companies. An article well worth reading!)

VIII-10 Hanson, K.O.: “The Ethical Challenges Facing Entrepreneurs,” The Wall Street Journal, November 23, 2015, pg R1-R2 (Note: A very interesting article well worth reading.)

VIII-11 Perkins, T: “Vindictiveness is a Terrible Thing,” Chapter CP#12 Three in: Valley Boy – The Education of Tom Perkins, Gotham Books, NY, NY, October, 2007, pgs. 43-68. (Note:

The single best piece I have ever read of what is involved in founding and growing one’s own company--with some fascinating early autobiography thrown in [I believe Mr. Wilson should get a medal, at a minimum]. The outcome is very successful in an otherwise quite remarkable career. [The book itself is, as a whole, uneven but there are other excellent parts in it. On the basis of those parts, I highly recommend it.])

Supplemental Reading:

SRVIII-1 Strahler, S.R: “Bankruptcy Doc,” Crain’s Chicago Business, April 20, 2009, pg. 1. (Note: A brief article on one of previous Guest Faculty – one of my former students and dear friend.)

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SRVIII-2 Graham, J: “The House That Helped Build Google,” USA Today, July 3, 2007, pg. 5A. (Note: This article is hardly the “sum of all knowledge,” but is an interesting little article on the formation of what, at one point in time, was a start-up.)

SRVIII-3 Timmons, H: "The Good CEO," Business Week, September

23, 2002, pg. 80-88.

SRVIII-4 Sorcher, M. and Brant, J: “Are You Picking the Right Leaders,” Harvard Business Review, February 2002, pg. 78-85

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Week IX – Leadership Sessions #17 & 18 February 28, 2017 6:00-7:30 pm 7:45-9:00 pm

Topic(s): Weekly Wall Street Journal Leadership Presentation – Week VIII

Bad Leadership: The Toxic Boss, the “Anti-Leader,” and Dealing with “Difficult People”

Presentation of Results of Class Survey

Discussion

Completion of "Mid-Term Comments and Suggestions" Forms Guest Student Faculty:

Required Reading: IX- B John, Leslie K.: “When You Have to Negotiate with a Liar,” The Harvad Business

Review, July, 2016, p 114. IX- AA Slaughter, Anne-Marie: “A Toxic Work World,” The New York Times,

September 20, 2015, pg. 4-6. More Recent Additions:

IX -A McKay, B. “Stress Raises Cholesterol More Than You Think,” WSJ, February 9, 2016, pg. D1. (Note: This critically important article reinforces the point made in the obverse in Session #2 regarding the positive aspects of a “healthy” work environment. This article will also be placed there in future years. Here, it reinforces the high stakes of the game of a toxic environment. It is fascinating for me to see how awareness of this issue has grown over the last fifteen years.)

IX -B Elejalde-Ruiz, A.: “Study Says Moral Symbols Can Help Keep Boss Honest,” Chicago Tribune, February 16, 2016, pg. 2-1 (Note: Over the years, at least one “One-on-One” student has described situations of being asked to undertake an

Michael Allen Morgan Fallor Elliott Hyman Aubrey Lehrmann Joe Macaluso Matt Stimmel

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unethical act by a superior. Research from Kellogg suggests a way such request can be lessened. I have long been skeptical about the external validity of college-student experiments in Psychology and am not quite sure how robust was the subsequent survey described in the article. Nonetheless, the results of the research are heartening and bode well for reducing this type of behavior from a toxic boss.)

IX -C Glazer, E. and Huang, D. “J.P. Morgan to Workaholics: Knock It Off,” WSJ, January 22, 2016, pg. C1. (Note: It is nice to see some progress being made along these fronts. Long overdue and probably not yet enough.)

IX -D Slaughter, A-M.: “A Toxic Work World,” The New York Times, September 20, 2015, pg. SR1

IX -E Huang, D. “The Ten Commandments for Wall Street Interns,” WSJ, June 4, 2015, pg. C3. (Note: Though this article was written in jest, I found it deeply disturbing in its implicit affirmation of very negative and destructive behavior patterns. I found the anecdote about the intern asking for a weekend off for a family gathering to be particularly disturbing. An absolutely identical situation during Jim Cramer’s internship at Goldman Sachs prevented him from attending his sister’s wedding. Can anyone believe that such behavior is constructive?)

IX -F Shellenbarger, S.: “They Make the Trains Run on Time But at What Cost?,” The Wall Street Journal, May 27, 2015, pg. B1.

IX -G Grossmann, J. “The Long Odds of Reforming an Employee Who Is a ‘Destructive Hero’”, New York Times, October 30, 2014, pg. B6. (Note: An important article about a very challenging situation in business. These types of situations have been cited many times during the “One-on-Ones.” The reports given during the One-on-Ones suggest business leadership is failing miserably at handling this challenge.)

IX -H Bradberry, T.: “How Successful People Handle Toxic People,” Forbes, October 22, 2014. (Note: An article with a number of helpful suggestions in dealing with different types of toxic co-workers.)

IX -I Walker, R.: “Out of Office, Not Out of Mind: Dealing With an Inept Colleague,” New York Times, February 7, 2016, pg.BU7Y

IX -J Walker, R. “The Boss Who Asks Too Much”, New York Times, July 27, 2014, pg. BU7. (Note: Some very nice advice on how to handle a difficult situation, generalized to many others. Good advice in second piece on how to handle interviews, although I found the second half of the piece underwhelming.)

IX -K Shellenbarger, S.: “Ever Thought, ‘How Did He Get Promoted?’ Here’s How,” The Wall Street Journal, July 9, 2014, pg. D1

The Traditionals:

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IX -1 Adams, S: “The Perfect Stimulus: Bad Management,” WSJ, November 6/7, 2010, pg. C3. (Note: I found this article incredibly substantive and hilarious, actually laughing out loud as I re-read it just prior to inserting it in the Syllabus, and decided to place it as the opener for this session. I had never before encountered the term “hamster-brained,” although I have met many people who fit the description well. The article affirms the negative power of “Bad Leadership: The Toxic Boss and the Anti-Leader” but highlights a positive outcome of the latter regrettable behavior, and quite entertainingly so. I think Adams is onto something. The article also has relevance, in two instances, to gender and racial discrimination, though not in the way the terms are generally used.)

(Note: I have been collecting articles on this evening’s topic: “The Toxic Boss…” since it Emerged through the “One-on-Ones” in the early years of the course as an important issue. They are listed below, beyond VI-10, in chronological order. Do not let the dates of the earlier Articles fool you, they are as relevant and informative today as the day they were written. I particularly like article VI-10: “Deflecting the Knife of a Backstabber.” How’s that for a title! To highlight recency, I have placed immediately below this note the three articles I have uncovered since my class last winter and the next five since the course before that.) IX -2 Kets de Vries, M: “Coaching the Toxic Leader,” Harvard Business

CP #10 Review, April 2014, pg. 1-11. IX -3 Korn, M., Feintzeig, R: “Is the Hard-Nosed Boss Obsolete?” Wall Street Journal, May 22, 2014, pg. B1 IX -4 Walker, R: “The Boss Who Asks Too Much,” New York Times, July 25,2014, pg. BU7 (Note: Some very nice advice on a variety of ways to handle a specific difficult situation, generalizable to many others. There is some good advice also in the second part of the article, though not quite in the league with the first on how to handle a specific challenge in a job interview. Though not germane to the topic: “Toxic Boss” per se, I’ve left it in because it could be of value)

IX -5 Feintzeig, R: “When Co-Workers Don’t Play Nice,” Wall Street Journal, August 28, 2013, pg. B6. (Note: A recent article demonstrating the importance of “civil behavior” to a firm’s success. It is regrettable, if not at some level amazing, that people need to be told much of what this article recommends. Bridgewater Associates may still not be the best place to work, let alone Dish Network Corp. even with the latter’s reforms now enabling a parent to take a child to preschool!)

IX -6 Raice. S: “A Kinder, Gentler Goldman?” Wall Street Journal, October 29, 2013,

Pg. C1. (Note: An article though not explicitly related to “Toxic Bosses” that raises important issues about enhancing the work environment – an environment that I believe bears strongly on toxic behavior, its presence, intensity, or absence – and therein work-life balance. It indirectly shows the results of a “toxic”

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environment for a firm – people leave! It would be nice if the reforms mentioned in the article derived from an enlightened sense of leadership versus fear of employee losses. The latter half of the articles focus on technical/managerial enhancements to promote analyst productivity – derived from Morty’s stress on “effectiveness” rather than on “empathy” which characterizes the early parts of the article.)

IX -7 Bryant, A: “Fred Hassan of Bausch & Lomb, on Managers as Ambassadors,”

New York Times, Corner Office, July 27, 2013, pg. (Note: This interview is included in the Required Reading of this session because of Fred Hassan’s views on dealing with toxic colleagues – he even uses the word, “toxic.” This is one of the few I have ever encountered that suggests how one should deal with these individuals as opposed to only pointing out how destructive they are. I find his views on how to deal with passive- aggressive to be particularly worthwhile. I have had to deal with them over the years and they are terrible. His view: Find them and fire them! How refreshing.)

IX -8 Silverman, R.E: “At Work: Bullies Don’t Finish Last, Study Indicates,” Wall

Street Journal, July 3, 2013, Pg. B6. (Note: Sorry to say, this article confirms my Suspicions and confirms multiple episodes of such behavior and outcomes detailed repeatedly by students in previous “One-on-Ones.”)

IX -9 Shellenbarger, S: “Damage Control after an Office Showdown” September 19,

2013, Wall Street Journal, Pg.D1. Originally titled: “If You Lose Your Temper at Work…” (Note: Some advice that may be worth heeding.)

IX -10 Dahle, C: “Deflecting the Knife of a Backstabber,” New York Times, August 8,

2004, pg. BU-9. IX -11 Dahle, C: “When a Subordinate Goes Wide to the Boss,” New York Times,

March 6, 2005, pg. BU-11. IX -12 Lublin, J.S: “Before You Say Yes, Look for the Signs of a Bad Boss Ahead, Wall Street Journal, November 29, 2005, pg. B1.

IX -13 Bogle, J.C: “Don’t Look for Me at Davos…” Wall Street Journal, January 27, 2006, pg. A8.

IX -14 Kessler, M: “Fiorina Blames Divisive HP Board,” USA Today, October 10, 2006.

IX -15 Dvorak, P: “Employed and Unhappy,” Book Review of: Lencioni, P: “The Three

Signs of a Miserable Job,” Wall Street Journal, August 15, 2007, pg. D2.

IX -16 Rosenbloom, S: “Help, I’m Surrounded by Jerks,” New York Times, January 18, 2007.

IX -17 Anonymous: “How to Live With the S.O.B.” Business Week, August 25-

September 1, 2008, Pg. 49-50.

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IX -18 Villano, M: “Warming Up a Chilly Boss,” New York Times, March 5, 2009

IX -19 Bryant, A: Interview with Robert Iger: “He Was Promotable, After All,” NYT,

May 3, 2009. (Note: How would you like to work for the boss he had early in his career. He found a positive way to deal with it. The resolution may not be as easy to achieve for everyone but many don’t attempt to achieve it with continuing negative results.)

IX -20 Cooke, P: “This Bud’s For Sale,” Review of: “The Dethroning the King: The

Hostile Takeover of Anheuser-Busch, An American Icon,” WSJ, November 4, 2010, pg. A21. (Note: How would you like to work for these two turkeys, “Crazy and Lazy?” No wonder the company was taken over by a Brazilian firm. Bad Leadership has consequences. It will ultimately catch up with a firm if not the individuals involved.)

IX -21 Zimmerman, E: “Does That Request Pass the Smell Test?” NYT, October 24,

2010, pg. 10 BU Y. (Note: Another challenge in dealing with a “toxic” boss, albeit this one has far more stealth than many of the other attributes of a Toxic Boss we have read about/discussed.)

IX -22 Sutton, R: “Are You Being A Jerk? Again?” Business Week, August 25-

September 1, 2008, pg. 52.

IX -23 Anderson, M: “New Chapter of MBAs Take Oath to Do Better,” Financial Times,

June 29, 2009, pg. 10. (Note: An MBA-student-initiated effort to deal with some of the negative aspects of a negative work environment, broadly construed. I know one of the individuals involved in the effort. I do not know whether it “has legs” or was a more short term, neo-faddish development. To be best of my knowledge, it was never advanced, let alone mentioned at Kellogg.)

IX -24 Korkki, P: “The True Calling that Wasn’t,” New York Times , July 18, 2010, pg. 8BU Y. (Note: This article represents a variation on the theme of bad leadership, stressing the need to differentiate between bad leadership/negative work environment and inappropriate career choice. An important distinction and one harkening back somewhat to the opening Scott Adams article. I do not agree with Professor Sutton’s statement towards the end of the article that “work is overrated.” The key is finding the work that fulfills one – “A True Calling.”)

IX -25 Sutton, R.I: “How Bad Apples Infect the Tree,” New York Times, November 28,

2010 pg. 8BU-Y. (Note: A nice article reinforcing and expanding upon many of the concepts that have been addressed in the previous readings. The infectious nature of nastiness is very important to realize. And like any infection, needs to be diagnosed and rooted out before it takes the organism down. I found the article’s stress on “negative people and events packing a disproportionally large wallop on

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our moods, well-being, physical health, and relationships” particularly gratifying. It nicely reinforces many of the points made in our discussion of the Kotter article.)

IX -26 Grossman, J: “The Long Odds of Reforming an Employee Who Is a ‘Destructive Hero’,” New York Times, October 29, 2014, pg. B6.

IX -27 Shellenbarger, S: “Meet the Meeting Killers,” Wall Street Journal, May 16, 2012, pg. 19.

IX -28 Bryant, A: “Google’s Quest to Build a Better Boss,” New York Times, March 13,

2011, pg. BU1Y. (Note: Why not end on an up note? A nice story of a nice effort by a great company with outcomes worth knowing.)

Supplemental Reading:

SR IX -1 Kellerman, B: “Bad Leadership-What is It, How It Happens, Why It Matters.” Harvard Business School Press, Boston, MA. 2004, (ISBN: 1-59139-166-0)

SR IX -2 Shapiro, R.M & Jankowski, M.A: “Bullies, Tyrants, and Impossible People: How

to Beat Them Without Joining Them,” Crown Business, a Division of Random House, Inc., NY,NY, 2005 (ISBN: 1-4000-5011-1)

SR IX -3 Milligan, A: “Helping Alumni Survive the Storm,” Crain’s Chicago Business,

Oct.20, 2008, pg. 34.

SR IX -4 Gerdes, L: “The Best Places to Launch a Career” Business Week, September 24, 2007.

SR IX -5 Gasparino, C: “Star Fucker or Savior?” Chapter 8, in King of the Club, Collins

Business, NY, NY, November 6, 2007. (Note: What element of “Bad Leadership” emerges from this chapter? What were the consequences? What might have been an alternative scenario if the element of Bad Leadership had not carried the day?)

SR IX -6 Goel, A: “The Unmanageable Star Performer,” Harvard Business Review, May, 2013.

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MID-TERM COMMENTS AND SUGGESTIONS

KACI-467: Perspectives on Leadership Fall Quarter, 2016

1. Is the course consistent with the course description and Syllabus?

2. How do you view the workload of this class?

3. Are you having problems grasping the material? Explain?

4. Is the professor sensitive to the level of this class’ comprehension of the material?

5. How can the class discussion/lecture style be improved

6. Do you feel the text, reading, and/or cases should be changed for future classes? If so, why?

7. Other comments and suggestions?

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Week X - Leadership Sessions #19 & #20 March 7, 2017 6:00-7:30 pm 7:45-9:00 pm

Topic: Weekly Wall Street Journal Leadership Presentation – Week IX Team

Feedback of “Mid-Term Comments and Suggestions”

Some Personal Reflections on Leadership: Mistakes I Have Made; Lessons I Have Learned

Faculty: Professor Ed Hughes

Required Reading: X Bryant, A.: “Do You Share Our Goals? Sign Our Constitution,” New York Times,

February 19, 2012, pg. 2-BU-Y X-2 Bryant, A.: “The First Rule of Brainstorming: Suspend Disbelief,” January 20, 2013,

New York Times, pg. 2-BU-Y.

X-3 Yardly, W.: “Clifford Nass, Who Warned of a Data Deluge, Dies at 55, November 10, 2013, Pg. 27-Y. (Note: I believe I have mentioned a number of times in class how valuable a learning experience reading obituaries can be. I found this obituary particularly well worth reading – on many different levels. I had seen the titles of some of Dr. Nass’s books here and there but was otherwise unfamiliar with his work. His research, cited in the obituary, reinforces many of the concerns I have had about the impact of the use of technology on “Communication” and on other of the elements of Leadership that we have discussed in class. I have mentioned a number of these concerns already in class and will revisit some of them in my remarks this evening. I particularly enjoyed reading of his finding of the difficulty of Stanford undergraduates talking to each other (Can you believe it?) and his call for people to look each other in the eye.)

X-4 Vincent, F.: “Ten Tips for New Executives,” February 4, 2014, Wall Street Journal, pg.

A9. (Note: When I first read this article, I thought it was overly dour though containing some important insights, particularly the danger of humor in certain situations. On rereading it, however, I felt some of the dourness dissipate and the salience of the lessons emerge more clearly. The very language of the article: “some of the things I have learned…I made the mistake of violating many of them…” renders it perfect for inclusion in this session. The article reinforces many of the precepts we have spoken of in class. The “affiliative” style jumps out from his Lesson #2 and you will hear his admonition about emails repeated, if it has not been done so. His emphasis on: “Tell the truth…” can never be overemphasized. There is much value in his “Ten Tips.” Even if it entails some risk, I would counsel you to rely a little more on your instincts than he does.

X-5 Friedman, T.L.: “How to Get a Job at Google,” February 23, 2014, New York Times,

pg. SR11. (Note: This article, “How to Get a Job at Google,” appeared in the most

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unlikely of sources, an “Op-Ed” article from the New York Times, written by the most unlikely of individuals, Thomas Friedman, the New York Times’ award-winning correspondent whose area of expertise is international affairs, particularly the Middle East. I have read many of his pieces, seen him a number of times on Charlie Rose, and have always been impressed. I had no idea he was at all interested in topics relevant to Leadership. The article summarizes an interview with Laszlo Bock, “Vice President of People Operations” (hiring) at Google and focuses on what Google looks for in hiring an individual and what characteristics in the hiring-evaluation process correlate with later success on the job. I found the article’s reinforcement of the concepts we have set forth in the course remarkable, particularly its emphasis on, among other things, “learning ability” (see our Course Goal #5), “emergent leadership,” “humility,” and having “a fierce position (remember Jack Welch’s ‘4 E’s’…wrapped up in an envelope of passion.”) I also found Bock’s explanation why “many graduates from hotshot business schools plateau” fascinating and very valuable. A principal goal of this course is to ensure that that never happens to you. All in all, it is a remarkable article that should be read by everyone at Kellogg – be they student, faculty member, or administrator.)

X-6 Shellenbarger, S: “Tuning Out: Listening Becomes a Rare Skill,” Wall Street Journal,

August 2, 2014, pg. A18 (Note: Over the years, I have found the skill of listening to be enormously valuable – having been successful at it a few times and less so, a whole bunch of others. It is not easy and requires knowledge, focus, patience, and practice! It relates closely to Morty’s “empathy.” There are a number of books written on the topic. I encourage you to focus on the topic, try implementing the recommendations to enhance it, and practice, practice, practice. As above, it is not easy. It’s an acquired skill – and an important one.)

X-7 Holmes, E: “Charisma Boot Camp: Executive Coaches Run Through the Basics of

Personal Presence,” Wall Street Journal, August 6, 2014, pg. D1 (Note: This article is peripherally germane to the topic of the evening. Probably worth a look.)

X-8 Bernstein, E: “Thou Shalt Not Send in Anger,” Wall Street Journal, October 21, 2014,

pg. D1

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Week XI- Leadership Sessions #20 & 21

March 14, 2017 6:00 - 7:35 pm 7:45 – 9:00 pm

Topic: “Book-O-Rama”

Course Evaluation

Class Attendance Mandatory

“BOOK-O-RAMA” CLASS

SCHEDULE

6:00-6:05 pm Post “One-on-One” Arrival and Set-up

6:05-6:10 pm Welcome, Introductory Comments, and Overview of Evening Professor Ed Hughes

6:10-6:25 pm Brief Interlude:

1) Remaining Administrative Elements 2) Reflections on the “One-on-One’s”

6:25-7:35 pm Session #1

Book Student

7:35-7:45 pm Break 7:45-8:40 pm Session #2

Book Student

8:40-8:42 pm Congratulations and Salutations 8:42-8:45 pm Concluding Comments Professor Ed Hughes 8:45-9:00 pm Course Evaluation Class Liaison:

9:00 pm Class Adjourned

Excused Absences:

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*Note: As I have mentioned previously, I will be finishing the “One-on-One’s” at 6:00 pm in a room still to be determined. There is a chance the sessions will be running a few minutes late. Please forgive any delay in my getting to our room shortly after 6:00 pm. For this reason, I have included a 5 minute “Arrival and Set-up” time on the Agenda, from 6:00 – 6:05 pm. I will endeavor to get to our classroom and set-up as close to 6:00 pm as possible. Thank you.

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APPENDIX BOOK-O-RAMA

Below is the list of potential books for the Book-O-Rama, presented by author in alphabetical order except where a relationship between two or more books warrants their being presented in tandem. I have added a “Note” for a number of them. I will highlight a number of them in class.

As previously mentioned, you may choose any book not on the list with the permission of the instructor.

Of note, a number of the books below are long. Do not be deterred from a book

that you might otherwise be interested in because of its length. What matters to me is that you start the book and report substantively in the Book-O-Rama on the portion that you have read and what you have learned from what you have read.

Alexander, Caroline: Endurance: Shackleton’s Legendary Antarctic Expedition, Alfred Knopf, 1998. (ISBN-13 978-0375404030) (Note: This is a much more readable account of Shackleton’s last expedition than Shackleton’s own book. It has been very well received by the students who have read it.)

Bennis, W., Biederman, P. W: Still Surprised: A Memoir of a Life in Leadership, Jossey-

Bass, San Francisco, CA, 2010. (ISBN: 978-0-470-43238-9.)

Branson, R.: The Virgin Way: Everything I Know About Leadership, Penguin Group, Westminster, London, 2014. (ISBN: 978-1591847373)

Brown, D.: The Boys in the Boat: Nine Americans and Their Epic Quest for Gold at the 1936 Berlin Olympics, Penguin Books, Westminster, London, 2014(ISBN-10: 0143125478)(Note: This book was highly recommended by a student in the previous Book-o-Rama. It has been on the New York Times Bestseller list for months. When first published, it was very positively reviewed. On a personal level, I have had some significant positive experiences associated with crew. Why I did not immediately put it into the book list is psycho-dynamically interesting—a subject worthy of a good conversation.)

Cain,S.: Quiet: The Power of Introverts in a World That Can't Stop Talking, Broadway Books, 2013. (ISBN: 0307352153) (Note: This book has received quite a bit of attention. It struck a positive chord among those who consider themselves introverts resulting in the formation of internet interest groups and other forms of positive reinforcement and has sensitized the business world to the possible bias against introverts in hiring and promotion. I have found myself over the years making major errors in assuming that excellent platform presence and cocktail-party presence translated into effective job performance—I mean a few biggies! I have not read it but am quiet interested in its content. I placed it in the reading list, believing there had to be some Leadership lessons in it. I would welcome any of you reading it and providing a perspective on that hypothesis.)

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Carnegie, Dale: How to Win Friends and Influence People, Simon & Schuster, 1936, New York, NY, ISBN #978-1-1-4391-6734-2 (Note: This is a perennial winner – raved about by a number of students! It is a classic business book which seemed to fall out of favor for a while but has returned to favor. It is not, however, without controversy as multiple class discussions have demonstrated. Warren Buffet attributed this book and the Dale Carnegie course he took to changing his life – and substantially for the better!) Charan, R., Carey, D., Useem, M: Boards That Lead, Harvard Business Review Press, New York, NY, 2013. (ISBN: 978-1422144053)

Chernow, R: “Washington: A Life,” Penguin Group, 2010, (ISBN: 1594202664)

Collins, James C. and Porras, J.I: Built to Last: Successful Habits of Visionary Companies, Collins: An Imprint of HarperCollins, New York, NY, 1994. (ISBN: 13: 978-0-06-0516406) Collins, James: Good to Great. Harper Business, 2001. (ISBN: 0-06-662099-6) Collins, J & Hansen, M.T: Great by Choice, Harper Business, 2011 (ISBN: 978-0-06-212099-1)

Covey, Stephen: The Seven Habits of Highly Effective People. Free Press, 1998. (0-7432-6951- 9)

Crisafulli, Patrica: The House of Dimon. John Wiley & Sons, 2009. (ISBN: 978-0-470-412960-1) (Note: This book was included in 2009’s Book-O-Rama, Last Man Standing (see immediately below) had not yet been published. The latter is a superior book, more analytic and informative. The former was felt by the reviewer in the Wall Street Journal to be more of a panegyric, though it does have redeeming content. Either book would be acceptable for the Book-O-Rama but Last Man Standing is probably the better book).

McDonald, Duff: “Last Man Standing: The Ascent of Jamie Dimon and JP Morgan Chase, Simon and Schuster, New York, NY, 2009. (ISBN: 978-1-4165-9953-1) (Note: See above.)

Drucker, Peter: The Effective Executive: The Definitive Guide to Getting the Right Thing Done, 1967. Reprinted by Collins: An Imprint of Harper Collins Publishers (Paperback). (ISBN #: The last of the ISBN’s given in the book is: ISBN-13:978-0-06-083345-9) There are at least two versions of the book out – one with a lot of fluff padding. The original, given here, is the best. (Note: This could be the best business book ever written. There are many incredibly valuable precepts in it, some of which I will cite in the course. The Effective Executive has been offered as a selection in the Book-O-Rama for many years. No one took it in its first year. It was the most frequent book chosen in the next class, was met with mixed reviews, and has not been chosen since. Although it may be the best business book written, it may not necessarily be the best Leadership book ever written.)

Edwards, Douglas: I’m Feeling Lucky: The Confessions of Google Employee #59, Houghton Mifflin Harcourt, July, 2011, (ISBN: 0547416997).

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Schmidt, E., Rosenburg, J.: How Google Works, Grand Central Publishing, New York, NY, 2014. (ISBN: 9781455582341)

Ellis, J.J.: The Quartet: Orchestrating the Second American Revolution, 1783-1789, Alfred Knoph, 2015. (ISBN: 0385353405) (Note: This book by one of America’s preeminent historians was very positively reviewed. Needless to say, the four individuals in the “Quartet”, Alexander Hamilton, John Jay, James Madison, and George Washington are notables—their achievement remarkable and lasting. Their role in the development of the Constitution has not been as fully explicated as their roles in the American Revolution, hence an important book. I, personally, am looking forward to reading it very much and highly recommend it.)

Ferguson, Niall.: Kissinger: Volume I: The Idealist, 1923-1968, Penguin LCC US, 2015 (ISBN: 1594206538)

Fey, Tina: Bossy Pants. Reagan Arthur/Little, Brown, 2011 (ISBN: 978-0-316-05686-1) (Note: I was originally attracted to this book because I have read many auto/biographies of female entertainers and found them, on balance, highly substantive, informative, and worth-while reading (e.g. Katherine Hepburn, Judy Garland, [highly recommended], Marilyn Monroe, Clare Booth Luce et al.) One of my children picked this book up for me at the book store and, knowing its intended purpose and thumbing through it, stated: “Dad, I don’t think this is going to work.” That assessment has not been borne out, however, by the overwhelming majority of students who have read the book. The book is, at times, laugh-out-loud funny but contains, in my opinion, many valuable Leadership lessons, if not great life-lessons. Entertainers are, in many respects, entrepreneurs and there are many valuable lessons that can be learned from them, particularly from as talented and multi-faceted an individual as Tina Fey.)

Fu, Ping and Fox, MeiMei: The Art of Resilience: A Life in Two Worlds, Portfolio Penguin, (2012), (ISBN: 1591845521.)

George, William: Authentic Leadership. Wiley, John & Sons, 2004 (ISBN: 9780787975289)

True North. Jossey-Bass, 2007. (ISBN: 978-0-7879-8751-0)

7 Lessons for Leading in Crisis. Wiley, John & Sons, 2009. (ISBN: 9780470531877)

Gerstner, L. V: Who Says Elephants Can’t Dance? Inside IBM’s Historical Turnaround, HarperCollins, New York, NY, 2002, ISBN#0-06-052380-8 Gertner, J: The Idea Factory: Bell Labs and the Great Age of American Innovation, Penguin Press, NY, NY, March 2012, (ISBN: 1594203288.) (Note: I added this well-reviewed book with the thought it might provide some insight into Leadership in a scientifically creative setting, a la Jobs at Apple. I have read only its beginning. So far it reads largely like last year’s wall paper but not without interest. A lot of incredible innovation came out of Bell Labs. Someone must have provided effective Leadership. I will update you on it as I read further and welcome your taking a shot at it.)

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Goodwin, Doris Kearns: Team of Rivals: The Political Genius of Abraham Lincoln, Simon and Schuster, New York, NY, 2005. (ISBN: 13:978-0-684-82490-1) (Note: I have not read this book though I read a number of its reviews. I believe it won a Pulitzer Prize in 2005. I have been told by a number of individuals that it is an excellent book on Leadership. The students who have chosen it have responded very positively to it. The movie, “Lincoln,” only increases its relevance. I would value your opinion.)

Graham, Katherine: “Personal History,” Knopf Publishers, 1998, ISBN 394-58588-2 (Note: I have not read this book, also a Pulitzer Prize winner, but believe I know Ms. Graham through a Wall Street Journal Weekly Leadership Presentation earlier in this course and her extensive role in “The Snowball: Warren Buffet and the Business of Life.” One of the graduates of this course took an independent study with me on the subject of “Leadership and Gender.” This book was one of the student’s principal readings. It was highly recommended by her. I highly recommend the book. Recent developments regarding Jeff Bezos [who would have thunk it?] give this book a heightened relevance.)

Dobbs, M: “Madeleine Albright: A Twentieth-Century Odyssey.” Henry Holt & Co., NY, NY, 1999.(Note: I began reading this book only after finishing Madeleine Albright’s own book: “Prague Winter: A Personal Story of Remembrance and War: 1937-1948” (a very difficult book to read, by the way, by virtue of the Nazi and Communist atrocities it relates). I was so fascinated by the latter book that ends with Madeleine’s immigration to America at the age of 12 or thereabouts that I picked up this book and began reading it from that point forward. It is a fascinating story and I include it in the Book-O-Rama to principally demonstrate how careers can evolve from, and indeed be created from, events and activities that, at first blush, would appear not to be career, or professionally, related. The way such events/activities coalesced to create, and propel, Ms. Albright’s professional career is remarkable to behold. They vividly demonstrate the value of networks and “seizing every opportunity to learn.” I was particularly impressed by Madeleine’s involvement in the “sisterhood,” her role in the creation of “Emily’s List,” and the role that the former played in her securing the Secretary of State position. It made for fascinating reading. A thought: It would appear that it pays to marry a rich man, have him divorce you, and get a big settlement!)

Guiliani, Rudolph: “Leadership.” Miramax Books, Hyperion, New York, NY, 2002. (Note: This is quite a noteworthy book. It is obviously associated with political aspirations but is well worth reading. I have a few anecdotes about it that I would enjoy sharing with you. The book is noteworthy not only for what it contains but also for what it does not mention – not unlike another book some of you may be reading in the course.) Halberstam, David: The Education of a Coach. Hyperion, 2005. (ISBN: 1-4013-0154-1) (Note: A perennial favorite among the students. A very good book by a famous author and, at the moment, very topical. If you are interested in sports or how to build a winning team in any endeavor and all the hard work involved therein, this book is a must. Further, it is a wonderful example of how one’s upbringing shapes one’s life and pursuits (a phenomenon I have found to be quite common among leaders) and how that upbringing and early interests provide a competitive advantage. Highly recommended.)

Hassan, Fred: Reinvent: A Leader’s Playbook for Serial Success, Hoboken, N.J, Jossey-Bass, 2013. (Note: I have not read this book nor have I read any reviews of it. By virtue of my

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work with pharmaceutical industry, however, I am aware of Mr. Hassan and his achievements. He has been a consistent winner overcoming multiple challenges. As attested to by those who have worked with him, and from my observations, he would appear to be a solid citizen whose ideas on leadership would be well-worth learning. I actually became aware of the book during an interview of Mr. Hassan on “Cramer” where he has been a repeated guest. I am looking forward very much to reading this book myself and welcome any of your thoughts on it. A “Corner Office” interview of Mr. Hassan is included in the “Toxic Boss” Required Reading. It has considerable insight.) Hess, E., E.: Learn or Die: Using Science to Build a Leading-Edge Learning Organization, Columbia University Press, New York, NY, 2014. (ISBN: 978-0-231-17024-6)

Hirshman,L.: Sisters in Law: How Sandra Day O'Connor and Ruth Bader Ginsburg Went to the Supreme Court and Changed the World, HarperCollins Publishers, 2015. (ISBN: 9780062238481) (Note: This book was positively reviewed in the Wall Street Journal. I thought it might provide some insights into the Leadership skills/abilities of two pathfinders The only downside of the book, according to the reviewer, is that in the latter parts of the book, Sandra Day O’Connor is rarely mentioned, diminishing her stature and achievements, therein contradicting the heroic nature in which they were portrayed earlier in the book.)

Jordan, J.W: Brothers, Rivals, Victors: Eisenhower, Patton, Bradley, and the Partnership that Drove the Allied Conquest in Europe. New American Library, Division of Penguin Group, NY, NY, 2011, ISBN 978-0-451-23583-1. (Note: Given the significance, and perceptually different leadership styles, of the three foci of this well-reviewed book, it would appear a dynamite book on Leadership. I am in its early stages and have already learned a lot. First off, Eisenhower and Patton were friends and co-workers at a very early stage in their careers, hit it off, and Eisenhower was a bit of a “screw-off” – something one would never have guessed. It would appear well worth finishing. That notwithstanding, the writing, compared to the elegance of Massie’s in “Catherine the Great” and Isaacson’s in “Jobs,” is pedestrian at best, if not downright sloppy – with unbelievably mixed metaphors and shallow sentences abounding – sometimes multiple mixed metaphors in the same sentence. An astute editor should have read the book pre- publication and taken Mr. Jordan aside for a constructive session. Much would have been gained therein.)

Unger, D., Unger, I., Hirshon, S.: George Marshall: A Biography, Harper, New York, NY, 2014. (ISBN: 978-0060577193) Ricks, T.E: The Generals: American Military Command from World War II to Today, Penguin Press, (2012), (ISBN: 1594204042). (Note: A well-reviewed book covering some of the above. The way ineffective leadership was treated is fascinating.) Borneman, W.R: “The Admirals.” Little, Brown, 2012 (Note: Giving the Navy equal billing! A well- reviewed book.)

Hamilton, N.: The Mantle of Command: FDR at War, 1941-1942, Houghton Mifflin Harcourt, Boston, MA, 2014. (ISBN: 978-0547775241) Kellerman, B: “Bad Leadership: What It is, How It Happens, Why It Matters?” Harvard Business School Press, 2004, (ISBN: 1-59139-166-0).

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Khurana, Rakesh: From Higher Aims to Hired Hands. Princeton University Press, 2007. (ISBN: 978- 0-691-12020-1) (Note: If you are interested in the origins, growth, and evolution of graduate education in business, this book is a must. I have read the early parts and found it fascinating. It was read by a student for the Book-O-Rama a few years ago and received very positive comment. It is dense but highly informative and worth-while reading.)

Knight, Phil: Shoe Dog: A Memoir by the Creator of Nike, Scribner, NY, NY, 2016 (ISBN: 978-1501135910) (Note: One of the great American entrepreneurial success stories told by the man himself. Phil Knight has been featured in “ The Week that Was.” I also have a personal reason for inserting the book that I will share with you. As of this writing, I am in the process of reading the book and am on page 15. So far so good —but a little overwritten but holding interest. Why these people keep going to Stanford and not “you-know-where” is disappointing.) Kraemer, Jr, Harry M. J: From Values to Action: The Four Principles of Value Based Leadership. Jossey-Bass, 2011. (ISBN: 978-0-740-88125-5) (Note: A book I helped edit! You will hear the high points from the Good Professor Kraemer himself when he presents in class. The book is well worth reading. One might want to wait until after Professor Kraemer’s presentation to decide on the marginal value of reading the book as opposed to the value of reading one not discussed in class.)

Lane, B: Jacked Up: the Inside Story of How Jack Welch Talked GE Into Becoming the World’s Greatest Company, McGraw Hill, 2008 ( ISBN: 978-0-07-154410-8) (Note: A substantive and hilarious, if not slightly profane and repetitious, book illustrating the importance of presentation skills and communication skills in advancing Leadership. It is the best book that I have encountered written on the topic and well worth reading, at least in part. Lane’s view of Welch is quite positive. He sees him as a remarkable, if not singular and iconoclastic, human being.)

Lawrence, Mary: A Big Life in Advertising. Knopf, 2002. (ISBN: 0-375-40912-2) (Note: A fantastic book on a great pioneering woman business leader. Highly recommended.)

Lencioni, Patrick: The Five Dysfunctions of a Team. Jossey-Bass, 2002. (ISBN: 0-7879-6075-6) (Note: This book has been consistently highly rated by the students reading it in each of the previous Book-O-Rama’s. It has been on the Business Best Seller List for years. I highly recommend it and am looking forward very much to discussing it with you. It is a “fable.” To what extent is this a strength or a weakness? How close to reality is it? )

Lutz, R: Idiots and Icons. Portfolio/Penguin, The Penguin Group, NY, NY, 2013 (Note: I first became acquainted with Mr. Lutz through a Wall Street Journal Weekly Presentation in the second year of my teaching this course. I had not previously heard of him. As the book makes clear, Mr. Lutz has held senior leadership positions in virtually all domestic automobile manufacturers as well as BMW, emerging as a major spokesman for the industry. Indeed, last Fall, he, at the tender age of 82, appeared on CNBC as the commentator on GM’s blow-out quarterly earnings. The book, well written and thoughtful, is a refreshing addition to the Leadership genre in that it focuses primarily on the idiosyncratic, negative, if not bizarre, behavior of the senior leaders he worked with. In that regard, the book could be read under the topic of the “Toxic Boss.” I found the book helpful in understanding and evaluating many of

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such individuals that I have encountered and teach about. The maxim, “Nobody is perfect,” some less than others, is well borne out by this book. My own personal bias is that Mr. Lutz may have been a little too charitable to a number of the characters he writes about in his final evaluation of them tacked on at the end of each chapter. The book is a pleasure to read and at times very humorous. Highly recommended.) Malone, M. S.: The Intel Trinity: How Robert Noyce, Gordon Moore, and Andy Grove Built the World’s Most Important Company, HarperCollins, New York, NY, 2014. (ISBN: 978-0062226761) Massie, R.K: Catherine, the Great, Random House, 2011. (Note: A fantastic book!! One of the most powerful and profound I have ever read. It is a remarkable affirmation of the driving principles of this course and has influenced its content. Catherine’s career was remarkable (forgive the second use of this word) and contains innumerable Leadership lessons. I will cite a number of them in class. The book is beautifully written and gripping. It can almost be read as a novel. It is long but don’t be put off by its length. It is well worth the effort.)

Mazzeo, T. J: The Widow Clicquot: The Story of a Champagne Empire and the Woman Who Ruled It”, HarperCollins, New York, 2008. (ISBN: 978-0-06-128856-2) (Note: This book has been presented in a number of “Book-O-Rama’s” and well received each time. Ms. Clicquot emerged as a remarkable leader, noteworthy as a risk taker! Her empire continues to this day. The Leadership lessons of her life would appear valuable.)

Nelson, Marilyn: How We Lead Matters. RR Donnelley, 2008. (ISBN: 0-07-160017-5)

Palmer, J. and Maimon, A.: Jim Palmer Nine Innings to Success: A Hall of Famer’s Approach to Achieving Excellance, Triumph Books, (ISBN 9781629372266). (Note: I have not read this book but am an including it out of: 1) curiosity, 2) a belief that Jim Palmer was a truly great athlete and currently very effective announcer, and 3) for a little balance with a number of the other books dealing with different sports. Are there any good Leadership lessons in it? I look forward to hearing some opinions on the matter.). Patterson, K. et al: Crucial Conversations: Tools for Talking When Stakes are High, McGraw Hill Companies 2011. (ISBN-13:978-0-07-177132-0) (Note: This book has been chosen for two “Book-O-Ramas” and, with certain caveats, well received by the students. The book addresses tactics and strategies for succeeding in potentially high stress interactions – dialogue involving high stakes, differing opinions, and strong emotions. An easy read. The caveats entail some “cheesy” (student’s term) phrasing such as “reverting to silence or violence,” etc.)

Remini, Robert: Andrew Jackson. Palgrave Macmillan, 2008. (ISBN: 0-230-60015-7) (Note: This book was chosen by a student in the fall of 2010 and again in 2012. There are a few episodes in the book that are remarkable in their explication of what Leadership is all about an

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how it engenders loyal and committed followers. In the final analysis, in my opinion, “Bloody, Bloody Andrew Jackson” was a very flawed human being whose personal and bitter prejudices led to a number of very regrettable public policies, e.g. Indian removal. This perspective notwithstanding, the book is well worth reading.) Rosen, J.: Louis D. Brandeis: American Prophet, Yale University Press. (Note: I have not read this book but found its topic fascinating. Judge Brandeis was a true leader in many dimensions. Is the book worth being included on the list?)

Sandberg, S: Lean In: Women, Work, and the Will To Lead. Alfred A. Knopf, NY, 2013. (Note: This book could have been the publishing event of 2013. Not without controversy, the book has been well received and, as I write this note, is still on the Best Seller list. Ms. Sandberg has been criticized for neglecting her work in pursuit of sales of this book. Fortunately, Facebook’s most recent quarterly earnings blew away estimates and her performance on the earnings call was reported as stellar, restoring her reputation as an extremely, multi-faceted, talented, and effective business leader.)

Schroeder, Alice: The Snowball: Warren Buffett and the Business of Life. Bantam Books, 2008, (ISBN: 978-0-553-80509-3) (Note: This is one of the best books I have ever read. It is incredibly well researched and well written. The subject, needless to say, is fascinating and there are numerous important lessons to be learned from the book. Everyone in the financial services industry should, at one time or another, read this book. (Note: In the “Book-O-Rama” of fall, 2012, the two students reporting on the book felt that it was a good “business” book though not necessarily a good Leadership book per se. I am not so sure. My enthusiasm for the book remains. It is well worth reading.)

Schultz, Howard and Yang, Dori Jones: Pour Your Heart Into It: How Starbucks Built A Company One Cup At a Time. Hyperion, New York, NY, 1997 (ISBN: 0-7868-6397-8) (Paperback) January, 1999. (Note: This is a fantastic book. Schultz’s career is inspiring in and of itself, if not also incredibly visionary. The parallels to Ray Kroc of McDonald’s are striking. The book was written before Schultz’s resumed operating responsibility for the company (not unlike another visionary leader in this list) and therein “saved” the company he created.)

Schultz, Howard and Gordon, Joanne: Onward: How Starbucks Fought for its Life Without Losing Its Soul. Rodale, New York, New York, 2011 (No ISBN given) (Note: I have not yet read this sequel. I am a fan of the company and lived through the events described in the book. Howard delivered! Sequels are rarely as informative or valuable as the original book. I would value your opinion on it.)

Sloan, Alfred P. Jr: My Years with General Motors, 1963, Anchor Books; Double Day & Co. Inc. Paperback, 1972. (Note: This is a classic of American business. I highly recommend it. Zaleznik and Kotter were in part, explicitly and/or implicitly, reacting to this book and its contents in writing their seminal papers. )

Smith, Sally: In All His Glory: The Life of William S. Paley—The Legendary Tycoon and His Brilliant Circle. Simon and Schuster, 1990. (ISBN: 0-671-61735-4)

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Steinem, Gloria: My Life on the Road. Penguin Random House, 2015. (ISBN: 9780679456209) Stengel, R: Mandela’s Way, Crown, 2010. (Note: I have not read this book but have read other things about Mandela as well as having been to South Africa a couple of times, most critically on the first anniversary of his inauguration -- quite a jubilant experience. Mandela was a remarkable leader. The Book Review in The Wall Street Journal was quite positive and concluded by drawing analogies between Mandela’s attributes as a leader and those of “the father of another country two centuries ago,” a comparison that I have often thought about, has been cited by others and, I believe, is valid. The world could have used a lot more of these types of leaders over the last two centuries! The book is worth a look.) Tye, Larry: Bobby Kennedy: The Making of a Liberal Icon, Penguin Random House, 2016. (ISBN: 978-0812993349) (Note: Bobby’s loss was a true loss for American leadership. I lived through it. The book has been well received.) Vance, Ashlee: Elon Musk: Tesla, SpaceX and the Quest for a Fantastic Future, Harper Collins, 2015 (Note: This book was given to me as a father’s day present from my Kellogg alumnus son. I have not read it yet but would definitely appear to have potential.) ISBN-10: 0062301233

Watson, Jr., Thomas: Father, Son & Co. Bantam Books, 1990. (ISBN: 0-553-07011-8) (Note: A very good book showing what one person with vision, functioning as a Leader, can do to enhance a firm, particularly when one’s father, the CEO, doesn’t want you to do it. The specifics of the observation that led to Watson, Jr.’s vision is fascinating and once again demonstrates the power of almost chance occurrences/observations by Leaders leading them to generate greatness by “seizing every opportunity to learn.” )

Werth, Barry: The Billion-Dollar Molecule: One Company’s Quest for the Perfect Drug, A Touchstone Book; Simon and Schuster, New York, NY, 1994 (Note: This book is an absolute classic. It reads like a novel. It has been a component of my course, “Managerial Challenges in the Pharmaceutical, Biotechnology, and Medical Device Industries,” for many years. It focuses on the start-up of a biotechnology company. After discussing it with the students in that course a number of years ago, it occurred to me: “This is really a book about Leadership!” If you are interested in start-ups in any industry and/or have particular interest in the pharmaceutical/biotech industry, this book is a must. It does contain a fair amount of scientific language – too much in some students’ opinions. If you were to choose it, I look forward very much to our discussion of it.)

Wooden, John: Wooden on Leadership, McGaw-Hill, 2005, ISBN #9780071453394. (Note: A book about a major, if not legendary, basketball coach and leader chosen by a number of students for the “Book-O-Rama” over the years and consistently recommended by them. I have not read the book but have reason to believe it is well worth reading.)

Woodward, R: The Price of Politics, Simon & Schuster, September, 2012, ISBN-10: 1451651104, ISBN-13: 9981681102. (Note: An analysis of Leadership, or lack thereof, in a particular setting by a widely respected Washington journalist. I have not read the book. It was very positively reviewed by a number of publications. Further, I was able to see

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Woodward interviewed about the book on “Charlie Rose.” I was enormously impressed by the Leadership lessons explicated by Woodward and their wide applicability.

Lesser Status: Ferguson, Niall: High Financier: The Lives and Times of Siegmond Warburg, Penguin Group, 2010, (ISBN: 9789594202469) (Note: I have read the first third or so of this book. Written by a prize winning scholar of business history, among other areas of expertise, it was very positively reviewed in the WSJ and NYT. Upon reading the reviews, the thought occurred to me: “I wonder whether Warburg was a Leader.” If you are interested in the topic area of international banking and “high finance,” you might find this book of significant interest, despite its impressive length. I would enjoy learning your impressions of it.)

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